#ispim

Huizingh, K.R.E.Conn, S. Torkkeli, M. Bitran, I. (Eds.)

Name..

ISBN 978-952-265-590-5

Dear Delegates,

Welcome to Dublin and The 25th ISPIM Innovation Conference. We hope you will find time to celebrate this milestone with us over the next few days.

But first to business and the packed programme of over 250 presentations from science and industry, selected from more than 450 submissions that we received. We’ve also included more workshops and a growing number of Special Interest Group sessions, as well as the dedicated “innovation insights from industry” track with five separate sessions covering distinctly different themes. As with all ISPIM events, we have an excellent line-up of keynote and plenary speakers and many challenges to be addressed during the hot-topic discussion session. On Wednesday afternoon we will be showcasing “Innovation in Ireland” with a plenary session followed by four innovation tours.

The ISPIM PhD Community, which was introduced last year, has grown in size and scope and is running the Junior Researcher Lab on Sunday afternoon. We have merged all our videos and articles into the Innovation Insights knowledgebase, which is now freely available on ispim.org. If you have an innovation-related story to tell, please let us know!

On a sad note, we recently lost ISPIM legend, Dick Marsh, who passed away in January. Dick was a tremendous supporter of ISPIM and was the catalyst for change that ISPIM needed back in 2003 when he supported the creation of a new board with a new constitution. On the subject of the ISPIM Board, we would like to announce that Bruno Woeran has joined us as Director of Projects, in recognition of the growing opportunities for ISPIM within the fields of innovation research, training and dissemination.

This Conference could not have taken place without the enormous support that ISPIM has received from Martin Curley and his teams at Intel and IVI, as well as the sponsors, keynote and plenary speakers, innovation insights speakers, hot-topic moderators, session facilitators and the 100+ members of the ISPIM Scientific Panel.

Iain Bitran José Carlos Caldeira Steffen Conn Eelko Huizingh Marko Torkkeli Bruno Woeran The ISPIM Board of Directors

Dear Delegates,

Céad míle fáilte! Welcome to Dublin and the XXV ISPIM Innovation Conference on Innovation for Sustainable Economy & Society. Intel Labs Europe is delighted to collaborate with ISPIM in bringing this event to Ireland and we hope that you will hear many insightful presentations, participate in energetic discussions and experience the best of Irish culture.

Indeed, when it comes to maximising innovation output, Ireland has an international reputation – recently Ireland has been ranked in the top three across Europe, as measured by the European Commission’s own Indicator of Innovation. This indicator measures the extent to which ideas from innovative sectors are able to reach the market, thus providing better jobs and making Europe more competitive.

The Indicator of Innovation highlights adoption as a key attribute for Innovation - Michael Schrage of MIT put it well when he stated that “Innovation is not innovators innovating, it is customers adopting”. This view was also expressed by ISPIM’s founder Knut Holt, who noted that Innovation is delivered through the fusion of a user need and a technological opportunity. Consequently one of the hardest parts of Innovation is adoption.

During the last decade, Henry Chesbrough (2003) extended the Innovation paradigm with his conceptualisation of Open Innovation - where ideas can pass to and from different organisations for exploitation and adoption. With continued advances in global Information and Communication Technologies, the paradigm of Innovation continues to evolve and morph at a rapid pace.

Many of these evolving trends are examined by the EU Open Innovation Strategy and Policy Group - OISPG, who publish an annual yearbook summarising reports on current best Innovation practices across Europe. During recent years the OISPG has witnessed and welcomed new levels of Open Innovation – an evolution that is increasingly described as Open Innovation 2.0 - OI2.

OI2 is based on the principles of integrated collaboration, co-created shared value, cultivated innovation ecosystems, unleashed exponential technologies, and extraordinarily rapid adoption. Through the application of OI2 the effective collaboration of Governments, Academia, Industry and indeed end-users/citizens can drive structural changes and improvements far beyond the scope of what any one entity can achieve on its own. Open Innovation 2.0 is at the core of how we innovate at Intel Labs Europe and our observations indicate that we are at a strategic inflection point in the practice and impact of Innovation.

With the emergence of the Open Innovation 2.0 paradigm, there is an opportunity for an entrepreneurial renaissance which can drive a Cambrian explosion of sustainable wealth creation and societal contribution. We believe that OI2 can achieve results that are more - predictable, probable and profitable - and help deliver the solutions required to realise the vision of a Sustainable Economy & Society.

Over the coming days at the XXV ISPIM Innovation Conference, we anticipate that you will have the opportunity to advance Innovation as a discipline to be practiced by many, rather than an art mastered by a few. To paraphrase Alan Kay “the best way to predict the future is to innovate it”, so we invite you to “make it happen!”

Prof. Martin Curley Chair EU Open Innovation Strategy and Policy Group Vice President Intel Labs, Director Intel Labs Europe, Intel Corporation Co-Director Innovation Value Institute

CONTENTS

Housekeeping 2

ISPIM Co-ordinators 2

ISPIM PhD Student Community 2

ISPIM Special Interest Groups (SIGS) 2

Awards & Winners 3

Keynote and Plenary Speaker Profiles 4-5

Programme 6-15

Conference Partners 16

Partner Messages 17-24

Hot Topic Discussion Circles 25

Parallel Session Overview and Thematic Planner 26

Innovation Insights from Industry Sessions – Profiles (only in online version*) 27-31

Parallel Session Summaries (only in online version*) 32- 88

Presenter & Co-presenter Index (only in online version*) 89-91

Delegate List 92-97

Messages and Notes 98-104

* http://conference.ispim.org/files/XXV_ISPIM_Book.pdf

ISPIM Innovation Management Dissertation Award 2015

Our community relies on the current crop of PhD researchers to develop the insights, theories and tools to shape the future of innovation management thinking and action. The ISPIM Innovation Management Dissertation Award, sponsored by John Wiley & Sons and Innovation Leaders will reward this endeavour. Authors of the best three PhD dissertations that are completed in 2014 will be able to attend the ISPIM 2015 Conference in Budapest for free. Additionally, the winner will receive a prize of EUR 4000, and the runners-up EUR 2000 each, courtesy of Innovation Leaders, John Wiley and Sons and ISPIM.

Do you know someone who is eligible? See http://ispim.org/publications/ispim-dissertation-award/ for more details.

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HOUSEKEEPING

Stop Press Although this book is correct at time of press, last-minute changes can occur. Such changes are listed at: http://conference.ispim.org/stop-press/

Venue

All sessions and breaks are at Chartered Accountants House - 47-49 Pearse Street, except lunch on Monday and Tuesday where an additional lunch venue at the Trinity City Hotel - 13-27 Pearse Street, is provided for half of all delegates. Delegates will be advised on the Monday and Tuesday as to which lunch venue they have been allocated.

Wireless

All sessions are interactive and you are expected to contribute. Out of courtesy to other delegates, if you want to check email etc., please do not do so in session rooms. Network: ispim Password: ispim

Delegate Badges Please wear your badge at all times, including evening events, where it is required to gain entry. “Innovation in Ireland” - Innovation Tours - Wednesday, 11 June (15.00 to 18.00)

Visits to innovative sites and companies in and around Dublin will leave from the Entrance Foyer Area at 15.00 – please do not be late. If you have not already selected your visit online, please sign up at the Registration Desk immediately.

• Intel & Innovation Value Institute, Leixlip • EDEN - University Centre for Entrepreneurship Design & Innovation, Maynooth • The Science Gallery, Dublin • NCI Business Incubation Centre and Cloud Competency Centre, Dublin

ISPIM CO-ORDINATOR The ISPIM team grew in 2014 with the addition of Uros Sikimic (Scientific Co-ordinator). Uros has recently defended his PhD thesis entitled “Technology Out-Licensing Internationally: A Holistic View” at Politecnico di Milano under the guidance of Prof. Federico Frattini and Prof. Vittorio Chiesa. He was awarded with a PhD degree by "Scuola Interpolitecnica di Dottorato Program", given jointly by three Italian technical universities (Politecnico di Milano, Politecnico di Torino and Politecnico di Bari). As Scientific Co-ordinator at ISPIM, Uros is involved in our scientific affairs.

ISPIM PHD STUDENT COMMUNITY The ISPIM PhD Student Community provides activities and networking for students from around the world who are completing a PhD in Innovation Management. Our aim is to answer questions and solve problems faced by young scholars, and also encourage interaction and networking between our Community members and Innovation Management professionals from academia, industry, consulting and the public sector. The Community organises activities and events often referred to as “Labs”, coinciding with the ISPIM Conferences. The labs focus on:

• Exchanging knowledge and experiences between junior and senior scholars • Networking and facilitating cooperation • Sharing ideas and resources • Staying up-to-date on new topics and trends in Innovation Management

We also co-operate with a number of universities and organisations, which enables Community members to take part in associated activities organised by our partners between ISPIM events. We invite PhD students to join our Community, and to take an active role in it by participating in our events, keeping discussions going, and by providing us with feedback and ideas to shape our Community as it grows. You can find us on Facebook and LinkedIn under the name ISPIM PhD Student Community. Come and join the discussions! If you have any questions or comments, please contact Juha Hinkkanen, our Community Development Co-ordinator - hinkkanen@ispim.org.

ISPIM SPECIAL INTEREST GROUPS (SIGS) ISPIM Events now regularly attract submissions from more than 700 authors every year on a wide selection of innovation management topics. This has enabled ISPIM to create Special Interest Groups within the framework of the Community to promote targeted specialist interaction on each topic. Each SIG has one or more volunteer Co-ordinators who convene the SIG sessions at ISPIM Events, co-ordinating output into Specialist Journals and bringing Academic, Consulting and Industry perspectives together within the SIG.

Current SIGs include:

Business Model Innovation Patrick Spieth - EBS Business School & Dirk Schneckenberg - ESC Rennes School of Business

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Early Stages of Innovation Ceri Williams, John Egan - Medical Technologies Innovation and Knowledge Centre,

University of Leeds; Paul Ellwood - University of Liverpool Management School

Living Labs Dimitri Schuurman – iMinds MICT & ENoLL; Seppo Leminen - Laurea University of Applied Sciences & Aalto University

Open & Collaborative Innovation

Wim Vanhaverbeke – UHasselt, ESADE Business School & University of Singapore; Letizia Mortara – Institute for Manufacturing, University of Cambridge; Nadine Roijakkers - Hasselt University; Kati Järvi, Irina Fiegenbaum – Lappeenranta University of Technology

Strategic Foresight, Strategic Agility & Future Orientation

Cinzia Battistella - University of Udine; René Rohrbeck - Aarhus University

Teaching and Coaching Innovation

Anna Trifilova - Fraunhofer MOEZ & University of Leipzig

Transferring Knowledge for Innovation

Allen Alexander - University of Exeter Business School and Peninsula Innovations Ltd; Anne-Katrin Neyer - Martin Luther University Halle-Wittenberg & Fraunhofer MOEZ

If there is an area of innovation management that you would like to shape, contact Steffen Conn at conn@ispim.org to discuss what it means to form and manage an ISPIM SIG.

AWARDS & WINNERS

The ISPIM Scientific Panel Contribution Award This award is made to a member of the 150-person ISPIM Scientific Panel for excellence in scientific contribution.

• Pia Hurmelinna-Laukkanen, University of Oulu, Finland

The Knut Holt Award for Best Paper The Knut Holt Award is named after the founder of ISPIM and is awarded to the best paper at an ISPIM event, as chosen by the Scientific Panel. The three papers that have been shortlisted by the Scientific Panel are:

• Karri Mikkonen: Collaborative Frond-End-Innovation Process to Assure Systemic Value in Business Ecosystems • Heidi Olander: Facets of Appropriability - Knowledge Protection Mechanisms Serving Different Purposes • Stephan Winterhalter: Resource-Constrained Innovation: Conceptualization and Implications for Multinationals

The Alex Gofman Award for Best Student Paper

The Award is named after Alex Gofman, a long-time member and supporter of ISPIM and is made to the student with the best paper. The three papers that have been shortlisted by the Scientific Panel are:

• Karoline Bader: Towards service-based business models in product-centric firms: A capability approach • Konstantin Wellner: Determinants of User Innovator Behavior in the Silver Market • Hangzi Zhu: Innovative behavior types and their influence on individual crowdsourcing performances

2014 ISPIM Innovation Management Dissertation Award (sponsored by Wiley & Innovation Leaders)

The ISPIM Scientific Panel is pleased to announce that the top three dissertations in the 2014 ISPIM Innovation Management Dissertation Award are by:

• Wolfgang Gruel: Open Innovation and Individual Absorptive Capacity: An Empirical Evaluation of Individual Knowledge Preferences

• Muhammad Abdur Rahman Malik: Rewards and Creativity: The Next Step • Jingshu Du: Research Open Innovation at the R&D Project Level

That’s Interesting! Award (sponsored by Aalto University)

The Award is made to the paper that most effectively pushes the boundaries of our existing innovation knowledge.

Best Paper on “Practical Implications for Technology” (sponsored by Nokia) The Award is made to the best paper that emphasises a technology-related topic and provides valuable implications for corporate practice.

The winners of all prizes will be announced during the Gala Dinner on Monday evening

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KEYNOTE & PLENARY SPEAKER PROFILES

Martin G. Curley Vice President, Intel Labs Director, Intel Labs Europe and Senior Principal Engineer, Intel Corporation

Martin Curley is a vice president at Intel Corporation and director of Intel Labs Europe, the company's network of more than 40 research labs, development centers and open innovation collaborations spanning the European region. He also serves as a senior principal engineer at Intel Labs Europe, which is charged with helping to advance both Intel research and Europe's ability to compete in the global society. Curley leads Intel's research and innovation engagement with the European Commission and the broader European Union research ecosystem. He is also a co-director of the Innovation Value Institute, an industry-academic open innovation consortium that strives to promote structural change in the way companies and governments achieve value through information technology.

Oliver Gassmann Professor for Technology Management, University of St.Gallen Director, The Institute of Technology Management

Prof. Dr. Oliver Gassmann is professor for technology management at the University of St.Gallen and director of the Institute of Technology Management since 2002. Between 1996 and 2002 he worked for Schindler and led its Corporate Research as VP Technology Management. Today he serves in several boards, i.e. R&D Management (editorial board), BGW St.Gallen-Vienna (co-founder, member of board), GLORAD Beijing-St. Gallen (co-director), Economiesuisse (member), Project Management Academy (chairman), Schindler (member of audit expert group), HSG Research Committee (president), Zühlke Group (member of the board). He has published 12 books as author, co-author and editor, and over 200 publications on management of innovation.

Jaspar Roos Chief Inspiration Officer & Founder, Future Ideas Chief Enthusiasm Officer, Chief Humor Officer

Jaspar Roos manages Future Ideas, one of the largest pan European public private platforms dedicated to the startup and venture eco system. Together with Emerce, a leading online blog, Future Ideas publishes the best European startups of the year. Within Future Ideas, he explores the future in a variety of areas. Topics range from the future of ideas to the future consumer. Jaspar is part of numerous advisory, inspiration and executive boards, like Erasmus Medical Center Incubator, Front End of Innovation Europe and Trendwatcher of the Year Election. Jaspar is an international speaker and author on inspiration and (financial) innovation. Jaspar lives by the motto: bring back the fun.

Bror Salmelin Advisor to the DG Information Society and Media European Commission

He works at the European Commission. Since 1998 he is a Head of Unit in various units (Integration in Manufacturing, Electronic Commerce and New Working Environments). In this context he developed a concept of European Network of Living Labs, which is grown through EU presidencies to 150+ sites innovation network for ICT intense services. Currently, he is an advisor for Innovation Systems at the European Commission DG CONNECT (Communications Networks, Content and Technology). He is also responsible for innovation and take-up and real world settings fostering modern, holistic innovation. Bror runs a senior industrial group “Open Innovation Strategy and Policy Group” with leading industries and academia. Moreover, he is a member of New Club of Paris and of the Advisory Board for Innovation Value Institute, Ireland. He has expertise in intangible economy and value creation, related to policies like innovation policy, productivity and creativity. He now focuses on innovation systems, and especially new paradigms creating wealth and growth.

Ronan Stephan Chief Innovation Officer Alstom Group

Ronan started his career in 1984 with Thomson-CSF group up to 1997, then he was executive director of Brest’s Science Park from 1997 to 2002. In 2003 he was appointed Director for industrial affairs and technology transfer with the French National Centre for Scientific Research (CNRS) and member of the executive board, and executive director of France Innovation Scientifique et Transfert, a subsidiary of CNRS and OSEO. From 2005 to 2009, he was President and CEO of Compiègne University of Technology, and joined the French Ministry for higher education and research as General Director for research and innovation in 2009. In March 2012, he was appointed Alstom Group Chief Innovation Officer, reporting to the Chairman and Chief Executive Officer.

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Stephane Durand Head of Innovation Moy Park

Stephane Durand is a graduate of Paris University in chemistry and biochemistry and has an MSc in Food science and Technology from Montpellier University in France obtained in 1992. After working as consultant for the Scottish Salmon Association and for Campden food RA in the area of consumer and sensory sciences, he joined HP Foods (part of Danone group then) in Food product development and innovation in the Chinese food category. He has been working for the last 9 years for Moy Park, one of the largest poultry producer in Ireland and the UK. He has held various positions from technical to process development to product development. In the last 4 years, he is heading the area of Innovation and Product Development. In this role, he has developed and implemented innovation strategies for consumer branded and own label products in the area of chilled meat and food. Open Innovation has been a key part of this strategy.

Jim Trueman Principal Industrial Fellow, Institute for Manufacturing University of Cambridge

Jim Trueman is a Principal Industrial Fellow at the Institute for Manufacturing at the University of Cambridge, with an interest in helping IfM partner organisations to use IfM Research outputs to develop and implement business and technical strategies. Jim founded and facilitates the Open Innovation Forum in Health: a group created to offer a programme of structured support and opportunity in Open Innovation for companies from all stages of the supply value chains in the Health market. Another area of focus is the application of Technology and Innovation Management with experience in a number of roadmapping applications across a wide range of industries and geographies. Jim brings commercial experience from both large and small IT-focused organisations and in market sectors including Health, Finance and Government.

Fiona McKeon CEO Bizworld Ireland

Fiona is a professional development lecturer and trainer. Entering the business world over a decade ago, her strong background in education ensures her methods of lecturing, mentoring and teaching are both informative and effective. Fiona has transferred her abilities as an educator to provide skills and advice to people of all ages in order to improve their professional standards and personal effectiveness through branding and mentoring.

As CEO of Bizworld Ireland, Fiona is bridging the gap between education and business in order to create successful but financially responsible adults for the future. Fiona believes that skills as well as knowledge are crucial to radical reform throughout the education sector. Fiona has been an educational practitioner for over 20 years and has developed a wealth of experience. By combining her education and business acumen, she is providing a community-enhancing service through BizWorld Ireland. Fiona was awarded The David Manley emerging Social entrepreneur of the Year 2014.

Kieran Daly COO & Co-Founder Health Beacon

Kieran is the COO & Co-Founder of Health Beacon who develop smart tools for managing medication. Prior to Health Beacon, Kieran built and led the team at Shimmer succesfully commercialising wearable health sensor technology licensed from Intel and served clients in over 60 countries. Kieran is also the Chairman at BioBusiness, an industry association that promotes the Life Science and Health Technology Sector across the island of Ireland. He acts as a Research Advisor to Health XL who promote collaboration between established global brands and fast growth companies to drive innovation in healthcare and is a member of the Science Gallery's Leonardo group.

Paul Glynn CEO Davra Networks

Paul is CEO at Davra Networks and founder and partner at Dublin’s finest vintage & rare guitar store, Someneck Guitars. Prior to Davra he held senior roles in a number of technology companies before founding Crannog Software in 1998. Crannog was aquired by Fluke Networks in 2007 after which Paul ran their European Performance Management division for 3 years before leaving to found Davra in 2011. Paul is a board member of the WYSAR Research Laboraty in LYIT, studied International Marketing and is a graduate of the Marketing Institute of Ireland.

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HOSTED BY

PROGRAMME

SUNDAY, 8 JUNE

1345 - 1815 ISPIM JUNIOR RESEARCHER LAB

The ISPIM PhD Student Community provides activities and networking for junior researchers from around the world. All junior researchers are invited to attend this Lab and must sign-up well in advance. Full details can be found here http://ispim.org/wp-content/uploads/Researcher_Lab_Dublin_programme.pdf

Venue: Achill/Blaskett Hall Level 2 - Chartered Accountants House - 47-

49 Pearse Street, Dublin

1830 - 2000 WELCOME RECEPTION & REGISTRATION

Venue: The City Hall Dame Street, Dublin www.dublincity.ie/

RecreationandCulture/CityHall

1845 - 1915 Facilitator & moderator briefing Final instructions and Q&A session for all session facilitators and round table moderators. Led by Steffen Conn – ISPIM Operations Director, Sabrina Schneider – ISPIM Scientific Co-ordinator, Uros Sikimic – ISPIM Scientific Co-ordinator

1930 – 1945 Welcome to Dublin Michael Sands – Deputy Director International Relations, Office of Economy & International Relations, Dublin City Council

Dress Code: Casual

Teaching and Coaching Innovation Workshop Led by John Bessant & Anna Trifilova – Potsdam (Berlin) –29/30 September 2014

The ISPIM ‘Teaching & Coaching Innovation’ Special Interest Group is offering a workshop to address the growing demand for mastering teaching and coaching capabilities in the innovation management field. Teachers, trainers, lecturers and facilitators will learn how to make the teaching & learning processes of innovation management interactive, engaging, motivating, illustrative, efficient and appropriate for today’s students and to altogether perform it differently. The workshop is hosted by Prof. Dr. Katharina Hölzle and The Chair for Innovation Management and Entrepreneurship at the University of Potsdam. For more information see: http://ispim.org/groups-communities/teaching-coaching-innovation/ THE ISPIM TEACHING AND COACHING INNOVATION SIG IS SUPPORTED BY:

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MONDAY MORNING, 9 JUNE

0700 - 0730 ISPIM RUNNERS Keen runners can start the day with fresh minds and lots of energy on a friendly, guided run around the city’s tourist attractions. Start and finish in front of

Chartered Accountants House.

from 0815 DELEGATE REGISTRATION 0800 - 0830 THE NEWCOMERS BREAKFAST (Level 1) Your first time at ISPIM? Start the first morning with a new set of friends to make you feel at home right away! We will open the registration desk 15 minutes before the Newcomers Irish Welcome Session starts for attendees of this session.

0900 - 1030 OPENING SESSION (Main Hall Level -1)

0900 – 0910 Conference Welcome: Iain Bitran – Executive Director, ISPIM & Martin Curley – Director, Intel Labs Europe 0910 – 0930 Opening Address: Jaspar Roos – Chief Inspiration Officer & Founder, Future Ideas EU Humor as Business Medicine 0930 – 1000 Knut Holt Memorial Address: Oliver Gassmann – Director, Institute of Technology Management, Uni. of St. Gallen Connecting the dots of innovation for sustainable success in economy & society 1000 – 1030 Keynote Address: Martin Curley – Director, Intel Labs Europe Winning with Open Innovation 2.0

1030 – 1100 COFFEE BREAK (Level 1 and Level 2)

1100 - 1230 HOT TOPIC DISCUSSION CIRCLES (Level -1, Level 1 & Level 2)

Discussion circles on innovation "hot topics" for groups of around 10 per circle. Sessions last for 45 minutes and will be repeated once. Delegates are required to change circles half-way through the session. Seating is on a first-come-first-served basis. Full details on page 25.

1100 - 1230 DEEP DIVE SESSION (Aran Room - Level 1) Shared Interest Session on Systemic Value Modeling Led by École Polytechnique Fédérale De Lausanne & Lappeenranta University Of Technology

1100 - 1230 DEEP DIVE SESSION (Board Room - Level 4) Getting Your Paper published: A gamble or a skill? Led by Eelko Huizingh, Huizingh Academic Development & University of Groningen

1230 – 1330 LUNCH (Level 1 and Trinity City Hotel, Pearse Street)

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MONDAY AFTERNOON, 9 JUNE

1330 – 1500 SCIENTIFIC & PRACTITIONER SESSIONS (15 mins per presenter & 30 minutes facilitated discussion) ACADEMIC RESEARCH

DEVELOPMENT SESSION 1 INNOVATION INSIGHTS

1 Red Hall Level -1 Gold Hall Level -1 Green Hall Level -1 Blaskett Hall Level 2 Achill Hall Level 2 Aran Room Level 1 Gola Room Level 1 Board Room Level 4 Purple Hall Level -1

Session 1.1: Sustainable Business

Models

Session 1.2: WORKSHOP

Session 1.3: Collaboration & Open

Innovation (SIG)

Session 1.4: Entrepreneurship

Session 1.5: Transferring Knowledge for

Innovation 1 (SIG)

Session 1.6: Innovation for Sustainable and

Inclusive Growth

Session 1.7: Living Labs 1 (SIG)

6 presentations of 4 mins & 11 mins feedback per presenter

Transforming How We Live

Facilitator: Fiona McKeon,

BIZWorld Ireland

Caroline Rudzinski – Future Affairs, Volkswagen Group: Doing Research in India on

Urban Mobility

Wolfgang Gruel – Business Innovation Manager,

Daimler Mobility: Reinventing Urban Mobility

Fabian Schlage – Head of

Idea & Innovation Management, Nokia: The New Innovation

Paradigm

Facilitator: Sabrina Schneider

IT Capability Maturity Framework: Master class

Facilitator:

David Trevitt

IVI

Facilitator: Letizia Mortara

Facilitator: Alexander Brem

Facilitator: Allen Alexander

Facilitator: Antero Kutvonen

Facilitator: Seppo Leminen

Facilitator: Sebastian Kortmann & Stephan Von Delft

Lidia Gryszkiewicz: Collaborative trailblazers: What can innovation

management learn from social innovators?

Sarah Langer: Understanding the

Innovation Capability of Social Innovation

Scott Dacko: A Business Model

Innovation Approach to Sustainable Market Orientation

Chie Sato: New education of

graduates for industrial and social innovation

Pablo Del Rio: Analysing the Role of

International Drivers for Eco-Innovators

Jan Seidel: Exploring mindsets towards renewable energy in different academic disciplines

Rüdiger Hahn, Patrick Spieth: Hybrid

Business Models for Sustainability: A

Business Model Design Approach

Henning Breuer:

Normative Innovation for Sustainable

Business Models in Value Networks

Samuli Patala:

Analysing Barriers to Sustainable Business Model Innovations: Innovation Systems

Approach

Melina Maunula: Towards Sustainable

Business Models: Wood Industry in

South-East Finland

Invited Author Session

Wim Vanhaverbeke

New Frontiers in Open Innovation

Nicole Pfeffermann

Innovation communication: New insights from theory

and practice

Carolin Schreiber: Challenges of integrating an

evaluation-model for success within social

entrepreneurship

Christian Sandström: Technological

Discontinuities and Entrant Firms as

Institutional Entrepreneurs

Anna Trifilova: Women

entrepreneurs and types of innovation:

Russia and Kazakhstan

Madeleine van der Steege, Bettina von

Stamm: Women Entrepreneurs: Success Triggers, Dilemmas and

'Readiness for the Future'

Pia Hurmelinna-Laukkanen: Performance

effects of absorptive capacity advantage - Generating radical

innovation

Tero Peltola: Perceived Reasons to Hinder

Absorptive Capacity Increase

Heidi Olander: Facets of

Appropriability - Knowledge Protection Mechanisms Serving Different Purposes

Margaret Hartnett: Code Bar - Unlocking Access to

University-Generated Computer Games IP

Petteri Alinikula: Gaming for Good: a Game Changer for

Corporate Sustainability

Charline Boyer, Laurent

Schiltz: Innovation in the Implementation of a Sustainable Regional

Policy

Mathias Beck: Input Additionality and

Innovation Output Effects of R&D

Subsidies

Oliver Som: Same Same but Different - Specific

Barriers to Non-Technical Innovation

Marko Seppänen,

Jarkko Pellikka: Sources of Innovation and

Financial Performance in Process-Technology

Firms

Astrid Tarkus: Context-Based Co-Creation of

Mobile Applications in Living Labs

Karel Vandenbroucke:

Living Lab Approach For Developing Massmarket

IoT Products And Services

Piotr Krawczyk: Towards Matchmaking Capability

within European Network of Living Labs

Sara Logghe: An

exploration of user motivations for

participation in Living Labs

Annabel Georges:

Ethnographic observation within Living Labs: A comparative case

study analysis

1500 – 1530 COFFEE BREAK (Level -1 and Level 1 and Level 2)

Coffee Connections Corner (Level -1): ISPIM Americas Innovation Forum, Montreal (5-8 October 2014) - with Iain Bitran, Geneviève Tanguay, Christophe Deutsch, Joanne Hyland

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MONDAY AFTERNOON & EVENING , 9 JUNE

1530 – 1700 SCIENTIFIC & PRACTITIONER SESSIONS (15 mins per presenter & 30 minutes facilitated discussion) ACADEMIC RESEARCH DEVELOPMENT SESSION 2

INNOVATION INSIGHTS 2

Red Hall Level -1 Gold Hall Level -1 Green Hall Level -1 Blaskett Hall Level 2 Achill Hall Level 2 Aran Room Level 1 Gola Room Level 1 Board Room Level 4 Purple Hall Level -1 Session 2.1: Managing

IT Capabilities for Innovation and value

Session 2.2: OI & Collaboration

SIG: International & Online

Session 2.3: OI & Collaboration SIG:

Platforms & Approaches

Session 2.4: WORKSHOP

Session 2.5: Transferring Knowledge for

Innovation 2 (SIG)

Session 2.6: Innovation for

Sustainable and Inclusive Growth 2

Session 2.7: Living Labs 2 (SIG)

6 presentations of 4 mins & 11 mins feedback per presenter

The “How” of Innovation

Facilitator: Desai

Narasimhalu, Institute of Innovation &

Entrepreneurship, Singapore Management University

Milan Lakhani - Senior Strategist & Manager, Business Innovation,

Incubation & New Business Development, Konica

Minolta: Client-centric Innovation

Management

Olivier Leclerc - Director, Innovation &

Intrapreneurship, Bell Labs, Alcatel-Lucent:

Empowering Intrapreneurs as Catalysts of Corporate

Cultural Change

Simon Minderhoud - Senior Innovation Consultant,

Philips Innovation Services: Accelerating Innovation,

what to have in place

Facilitator: David Trevitt

Facilitator: Pia Hurmelinna-Laukkanen

Facilitator: Wim Vanhaverbeke

Early-stage Innovation Special Interest Group

Workshop

Led by Ceri Williams & John

Egan - Medical Technologies

Innovation and Knowledge Centre,

Leeds. And Paul Ellwood, University of

Liverpool Management School

Facilitator: Rob Dew Facilitator: Stephan von Delft

Facilitator: Dimitri Schuurman

Facilitator: Eelko Huizingh & Uros Sikimic

Joanna Labedzka: Application of

hybrid foresight model

Konstantin Vishnevskiy: Roadmapping for Emerging

Technologies – Applying Nanotechnology for Water

Treatment

Mohsan Hussain: A Conceptual Method Combining Scenario

Planning And Technology Roadmapping

Liubov Pakhomova: Variety of

innovation strategies in industrial companies

Beata Poteralska: Foresight in SMEs

in Polish Economic Conditions

Bill Russell: How incumbent firms sense and respond to disruptive

innovation signals

Jim Kenneally: Accelerating Electronic

Medical Record Adoption & Innovation

with Targeted IT Capabilities

Silja Eckartz: How IT Chain Collaboration

Enables Dutch Government Realizing

Innovation

Lynne Bennington: Role of IT,

Collaborative and Market-linking

Capabilities on SME Performance

Andrea Hanebuth: Global Mindset in

international virtual research teams – Success factor?

Markus Eurich: Virtual

Breeding Environments in the ICT Industry: Opportunities and

Barriers

Britta Müller: Managing international

innovation: how to govern globally

dispersed innovation teams?

Marc Pallot: Exploring an Online Serendipity

Service for Open Innovation

Fabian Schlage: Managing Innovation

Platform: Nokia Solutions and

Networks Experience

Sebastian Eidam: Open Innovation

Approaches in the Chemical B2B Industry

Daniel Ehls: Attracting Participants in Open

Innovation Communities:

Revealing Joining Preferences

Daria Podmetina: Open Innovation

Clusters Composition and Cooperation

Portfolios in Russia

Roberto Sbragia: Reverse Transfer of Technological

Knowledge in Brazilian Multinationals

Seyedesmaeil Mousavi: Knowledge Capabilities

for Sustainable Innovation: a Systematic

Review

Benedikt Schnellbaecher: Knowledge seeking and

offering in the innovation process

Anne-Marie Großmann: NPD knowledge transfer

via standards and patents? A case study

Julia Schwarzlose: Ambidextrous Teams in

Innovation Management

Abayomi Baiyere:

Disrupted Disruptions. Lessons from Potential Disruptive Innovations that barely disrupted.

Frank Lillehagen: Holistic Design of

Emergent Networked Enterprises

Gerd Schuster: Beyond

the Knowledge Production Function: Ownership Issues and

Innovation Impediments

Martin Rhisiart:

Knowledge intensive business services firms in a non-metropolitan

area

Seppo Leminen: The Multiplicity of Research on Innovation through

Living Labs

Sarie Robijt: Barriers present in Living Labs:

lessons learned.

Bastiaan Baccarne: The role of urban living labs in

a smart city

Lynn Coorevits: Hypothesis Driven

Innovation: Lean, Live and Validate.

Rens Brankaert:

Identifying different living labs – development of a

typology framework

1700 - 1800 PLENARY SESSION ON OPEN INNOVATION 2.0 (Main Hall Level -1) Moderated by Martin Curley - Director, Intel Labs Europe Visnja Istrat – Rapporteur, OISPG Group - The Open Innovation Strategy and Policy Group (OISPG) Bror Salminen – Advisor to the DG, DG Information Society and Media, European Commission - Open Innovation 2.0

1800 END OF SESSIONS – DAY ONE 1930 – 2300 CONFERENCE GALA DINNER

The Round Room at Mansion House was built in 1821 for the visit of King George IV. Later, the First Dail Eireann was held there and it was in this room that the Anglo-Irish Treaty of 1921 was ratified. Dinner is accompanied by live music, including the much-anticipated third outing of ISPIM Rocks! Awards: Knut Holt Award for Best Conference Paper; Alex Gofman Award for Best Student Paper; ISPIM PhD Dissertation Award; ISPIM Scientific Panel Award plus Technological Implications Award by Nokia; That’s Interesting Award by Aalto University School of Business. Dress Code: Smart Casual (i.e. ties not required). Please make your own way there and don't forget to bring your badge.

Venue: The Round Room at Mansion House, Dawson Street, Dublin 2

10

TUESDAY MORNING, 10 JUNE

0900 – 1030 SCIENTIFIC & PRACTITIONER SESSIONS (15 mins per presenter & 30 minutes facilitated discussion) ACADEMIC RESEARCH

DEVELOPMENT SESSION 3 INNOVATION

INSIGHTS 3 Red Hall Level -1 Gold Hall Level -1 Green Hall Level -1 Blaskett Hall Level 2 Achill Hall Level 2 Aran Room Level 1 Gola Room Level 1 Board Room Level 4 Purple Hall Level -1

Session 3.1: Business Models 1 (SIG)

Session 3.2: OI & Collaboration (SIG):

Customers

Session 3.3: OI & Collaboration (SIG): Transformation &

Composition

Session 3.4: Teaching Innovation (SIG) Invited

Speaker Session

Session 3.5: Transferring Knowledge

for Innovation 3 (SIG)

Session 3.6: Sustainability-driven

Innovations

Session 3.7: WORKSHOP

6 presentations of 4 mins & 11 mins feedback per presenter

Into the Mind of the

Consumer

Facilitator: Heather Moore, The Shape of

Things

Hilmar Klink - Manager Consumer Innovation,

Evonik Industries: How Evonik

ethnography-based consumer exploration

leads to B2B-driven innovation

Petteri Alinikula -

Director, Accessibility, Eco and Social Solutions,

Nokia: Do Good Innovations Do Good for the Business?

Kate Gransden – Open Innovation Manager,

GlaxoSmithKline: Driving Innovation through Applying

Consumer Insight to Open Innovation

Facilitator: Patrick Spieth

Facilitator: Eric Viardot Facilitator: Wim Vanhaverbeke

Facilitator: Anna Trifilova

Facilitator: Yves Boisselier

Facilitator: Bruno Woeran

Reflections on the Diversity and Potential of the Emerging Living

Labs Movement

Led by ENoLL - European

Network of Living Labs

Facilitator: Jens Leker & Sebastian Eidam

Brian Donnellan: Systematic analysis

of digitally enabled services for Sustainable Connected Cities

Jim Kenneally, Colin Ashurst:

Boosting IT Capability Innovation by Defining IT Artefacts as Patterns

Marija Radic: Product Service

Systems: Which Revenue Model fits best?

Natcha Thawesaengskulthai, Chupun Gowanit: The Critical Success Factors

involving Collaborative Service Innovation

Seidali Kurtmollaiev: A recipe of

successful service innovation: who is the chef?

Karl Täuscher: Understanding the Basic Functioning of Business

Models: A Graphical Approach

Arash Golnam: Value

Map: An Innovative Tool for Business Model

Innovation

Martin Kamprath: "How to Paint the Canvas?": The Business Model

Environment Template

Diego Zuluaga: Inclusive Business Models:

Understanding Innovation Role

Maria Antikainen: How to co-create local food products and services

with consumers?

Carsten Gelhard, Sebastian Kortmann,

Jens Leker: A Contemporary View on Market Orientation and Customer Co-Creation

Anne-Laure Mention: Knowledge sourcing

from customers in new financial service

development

Urs Daellenbach: Building Relationships

and Stimulating Learning in Open

Innovation

Chih-Cheng Lin: Transformation of

Manufacturing Firms to Servitisation Firms

Hsin-Hui Chou: Co-

evolution of technology, interfirm networks and

firm capabilities

John Meewella: Openness: Managing the Transformation in Internet-Based SMEs

Simon Minderhoud:

Bringing Open Innovation to the Next

level

Joe Tidd – Professor SPRU

Sally Jeanrenaud –

Senior Research Fellow, University of Exeter

Marine Agogué – Mines

Paris Tech

Thomas Matheus: A Configurational View on

Ambidexterity: Understanding

Ambidexterity and Innovation

Kuo-Nan (Nick) Hsieh: The influence of inter-organizational routine

on new service development

Katja Kraemer: A Case about the Diffusion of

Co-creation Expertise in Organizations

Mika Kautonen: Open

Innovation in University-Industry collaboration:

towards mutually benefiting relationships?

Vesa Salminen: Synergy Management in

Sustainable Business Transition by Hybrid

Innovation

Sam Garrett-Jones: Stretch Goals in Eco-

innovation and Student Engagement with

Business Sustainability

Stephan von Delft: On the role of customer

orientation in sustainability-driven

innovations

Bettina von Stamm: Embracing

sustainability-driven innovation, insights

from SusIN Lab

Michael Dell: Reverse Innovation- A Chance for

Small and Medium European Enterprises?

1030 – 1100 COFFEE BREAK (Level -1 and Level 1 and Level 2)

Coffee Connections Corner (Level -1): Horizon 2020 Calls and Consortia 1 - with Bruno Woeran, Uros Sikimic, Steffen Conn

11

TUESDAY MORNING, 10 JUNE

1100 – 1230 SCIENTIFIC & PRACTITIONER SESSIONS (15 mins per presenter & 30 minutes facilitated discussion) ACADEMIC RESEARCH

DEVELOPMENT SESSION 4 INNOVATION

INSIGHTS 4 Red Hall Level -1 Gold Hall Level -1 Green Hall Level -1 Blaskett Hall Level 2 Achill Hall Level 2 Aran Room Level 1 Gola Room Level 1 Board Room Level 4 Purple Hall Level -1

Session 4.1: Business Models 2 (SIG)

Session 4.2: OI & Collaboration (SIG):

Technology Co-operation

Session 4.3: OI & Collaboration (SIG):

Intermediaries & Information

Session 4.4: Coaching Innovation (SIG) Invited

Speaker Session

Session 4.5: Transferring Knowledge for

Innovation 4 (SIG)

Session 4.6: Creativity IN Innovation 1

Session 4.7: WORKSHOP

6 presentations of 4 mins & 11 mins feedback per presenter

Innovation by Design

Facilitators: Joanne Hyland, rInnovation Group & Jeff Hovis,

Product Genesis

Louise Quigley – Director, Strategic Innovation, Moen:

Migration of Strategic Innovation

Thorbjørn Machholm –

Group Director, New Business & Business Support, Grundfos:

Metamorphosis of New Business Creation

Calvin Smith – Principal

Manager, Global Innovation & Marketing,

EMC Corporation and Brendan Butler –

Director of Engineering and Innovation, EMC

Ireland: (Re)Birth of Innovation

Sponsored by

rInnovation Group & Product Genesis

Facilitator: Dirk Schneckenberg

Facilitator: Paavo Ritala Facilitator: Anne-Laure Mention

Facilitator: Bettina von Stamm

Facilitator: Allen Alexander

Facilitator: Mark Vandael

Gamification & Gaming in Innovation Management

Led by

Edward Faber & Anna Trifilova

Facilitator: Urs Daellenbach & Kyriaki Papageorgiou

Hiromi Saito: Effect of collaborative research with academia-focused on

pharmaceutical industry

Katja Tschimmel: Design Thinking applied in the conception of

Innovation Strategies

Asghar Afshar Jahanshahi , Stephen X. Zhang, Alexander Brem: Perceived Environmental

Uncertainty and Firm Innovativeness

Jeeeun Kim: Patent-based forecast

of technology convergence

Taryn Mead: Biologically-Inspired Management Innovations

Markus Kowalski: New Challenges in Innovation Process Management - A

criticism and expansion of unidirectional Innovation Process

Models

Romy Hilbig: Business Models of

Internationally Operating German

Educational Services

M. Cristina Longo: Business models for

long-run survival of fast-growing technology-

based start-ups

Christina Melanie Bidmon: The Three Roles of Business Models for Socio-

Technical Transitions

Iban Lizarralde: Socially Responsible Regions:

Localism Business Model to enhance eco-

innovation

Juha Hinkkanen: The Will to Win -

Antecedent to Successful Innovation

Cooperation

Angelo Natalicchio: Exploiting radical

licensed technologies: Moderating effects of scientists and alliances

Nicole vom Stein:

Technological distance in academic

collaborations - evidence from battery

research

Christina Weber: Co-evolution of Goals and

Partnerships in Collaborative

Innovation Processes

Davide Chiaroni: The Role of Knowledge

Brokers in Open Innovation

Irina Saur-Amaral: The

Importance of Innovation

Intermediaries in Service Industry

Thomas Tandrup:

Information dissemination and

external collaborations in radical NPD projects

Karl Joachim Breunig:

Open Service Innovation or Service

Innovation in the Open?

Mikael Johnsson -

Blekinge Institute of Technology & Munktell

Science Park

Bastian Bansemir -Strategy, Innovation &

Cooperation, BMW Group

Tomislav Buljubašić -

Innovation & Technology Manager, Siemens Convergence

Creators

Uros Sikimic: Learning through Technology Out-Licensing Internationally:

Does Out-Licensing improve Product

Commercialization?

Yung-Chi Shen: The Performance Drivers of

Successful University Technology Transfer

Killian McCarthy:

Differences Between High and Low Tech Product Innovation

Management

Néstor Rodríguez Miranda: Trends in

commercial exploitation of knowledge and

technology

Ramon Vullings EACI Invited Speaker - Cross

Industry Innovation

Hans-Juergen August: Creativity Traits and Innovation Beliefs:

Implications for Companies and

Universities

Roman Teplov: What is known about TRIZ in

Innovation Management?

Rolandas Strazdas:

Increasing Efficiency in Collective Creativity

Kati Järvi: Where Does Creativity Come From?

1230 – 1330 LUNCH (Level 1 and Trinity City Hotel, Pearse Street)

12

TUESDAY AFTERNOON, 10 JUNE

1330 – 1500 SCIENTIFIC & PRACTITIONER SESSIONS (15 mins per presenter & 30 minutes facilitated discussion) ACADEMIC RESEARCH

DEVELOPMENT SESSION 5 INNOVATION

INSIGHTS 5 Red Hall Level -1 Gold Hall Level -1 Green Hall Level -1 Blaskett Hall Level 2 Achill Hall Level 2 Aran Room Level 1 Gola Room Level 1 Board Room Level 4 Purple Hall Level -1

Session 5.1: Business model change and

innovation (SIG)

Session 5.2: OI & Collaboration (SIG):

Collaboration

Session 5.3: OI & Collaboration (SIG)

Session 5.4: Strategic Innovation Training,

Teaching & Coaching 1 (SIG)

Session 5.5: Strategic Foresight, Strategic

Agility & Future Orientation 1 (SIG)

Session 5.6: Creativity IN Innovation 2

Session 5.7: Innovation Management

6 presentations of 4 mins & 11 mins feedback per presenter

Changing the Game

Facilitator: Kevin

McFarthing, Innovation Fixer

Bettina Maisch -

Innovation Manager, Siemens Corporate Technology China:

Sustainable growth at Siemens China through value-driven technology

development

Klaus Griesar - Head of Science Relations, Merck

Chemicals: Paradigm shifts in (sustainable) value

creation - Implications for innovation management

Michael Ruggier –

GameChanger, Shell Global Solutions: Game changing

innovations at Shell - Driving revolutionary disruptive innovations

with lean resources

Facilitator: Dirk Schneckenberg

Facilitator: Anna Ohrwall Ronnback

Facilitator: Daria Podmetina

Facilitator: Anna Trifilova

Facilitator: Christoph Köller

Facilitator: Ramon Vullings

Facilitator: Jeff Hovis Facilitator: Davide Chiaroni

Bror Salmelin: Challenge of Open Innovation 2.0 for Human Resource

Management

Amir Taherizadeh: Investigating Coordination Mechanisms of

Borromean Trinity of OSS Development

Julia Breßler: Encouragement of

Open Innovation 2.0 by Means of Reflexivity

Maria Roszkowska-Śliż: Exploring

CSR-driven Open Innovation: Polish Perspective

Dimitra Chasanidou: Introducing

Open Service Innovation Platforms: A Case Study

Stephen Zhang, Julio Pertuzé: How Exploration and Exploitation Affect

Routine Assembly in Innovative Startups

Patrick Spieth, Sabrina Schneider: Business Model Innovation:

Entrepreneurial Management of

Dynamic Capabilities

Karoline Bader: Towards service-based business

models in product-centric firms: A

capability approach

Hannele Lampela, Kyllikki Taipale-Erävala: Growth through SME

Business Model Innovation and

Competence Changes

Christiana Mueller: Business model change concepts - a literature

review

Marcelo Castilho: Relationship Between

Collaboration and Innovativeness: A Case

Study

Patrycja Klimas: Cooperation and Organizational

Innovativeness within Innovation Networks

Sunwoo Moon: Eco-innovation through inter-organizational collaboration in the

manufacturing industry

Leona Fitzmaurice: A New Academic Institute to Promote Innovation and Entrepreneurship

Irina Fiegenbaum: Towards open

innovation measurement system -

a literature review

Shigemi Yoneyama, Kazuma Edamura:

Technological autarky and product development performance:

implications for open innovation

Samuli Kortelainen:

Measurement Of Innovation In

Ecosystems: Systematic Review And Framework

Development

Nagwan Abu El-Ella, John Bessant:

Rethinking the Role of Trust in Open

Innovation

Teemu Santonen: How to make brainstorming

and idea screening learning more effective

Rune Bysted: Does Knowledge Always

Benefit the Innovative Performance of

Employees?

Mikael Johnsson: Innovation Teams:

Before Innovation Work is Begun

Lars Langenberg: The

Vertumnus Toolset for Improving

Transformation Ability in Innovation Networks

Djordje Pinter: Making Use of Corporate

Foresight Lessons learnt from Industrial Practise

Patrick Brandtner:

Dealing with Uncertainty in

Innovation Management

Tymen Jissink:

Corporate Foresight: Antecedents and Contribution to

Innovation Performance

Jukka Laitinen: Future Sustainable Innovations

- a Competitive Advantage or a Must?

Gijs van Wulfen: Customer Frictions

Generate Great New Concepts

Marine Agogué:

Rethinking ideation: a cognitive approach of

innovation lock-ins

Miia Kosonen: Humour: Funny But Efficient Way

to Support Online Innovation Activities

Alexander Brem:

Perceived Creativity in an International Context: Culture, Gender, Personal

Creativity

Stephan Winterhalter: Resource-Constrained

Innovation: Conceptualization and

Implications for Multinationals

Rui Patricio: Innovation

Management Key Industry Insights

Nina Tervonen: Agile Methods for Boosting

the Commercialization of Innovations

Sami Paju: Managing

Uncertainty in Innovative Projects:

Alternative for Causal Project Plans

1500 – 1530 COFFEE BREAK (Level -1 and Level 1 and Level 2)

Coffee Connections Corner (Level -1): ISPIM Asia-Pacific Innovation Forum, Singapore (7-10 December 2014) - with Iain Bitran, Desai Narasimhalu, Byoung Soo Kim, Urs Daellenbach

13

TUESDAY AFTERNOON & EVENING, 10 JUNE

1530 – 1700 SCIENTIFIC & PRACTITIONER SESSIONS (15 mins per presenter & 30 minutes facilitated discussion) ACADEMIC RESEARCH

DEVELOPMENT SESSION 6 INNOVATION

INSIGHTS 6 Red Hall Level -1 Gold Hall Level -1 Green Hall Level -1 Blaskett Hall Level 2 Achill Hall Level 2 Aran Room Level 1 Gola Room Level 1 Board Room Level 4 Purple Hall Level -1

Session 6.1: Business Model Innovation and

Corporate Entrepreneurship

Session 6.2: OI & Collaboration (SIG):

Systems

Session 6.3: OI & Collaboration (SIG)

Session 6.4: Innovation Training, Teaching &

Coaching 2 (SIG)

Session 6.5: Strategic Foresight, Strategic

Agility & Future Orientation 2 (SIG)

Session 6.6: WORKSHOP

Session 6.7: Innovation Methods

6 presentations of 4 mins & 11 mins feedback per presenter

Workshop

ISPIM Seeks Solutions

Led by Christophe Deutsch – En

Mode Solutions

Problems addressed:

What innovative data-sharing business

models would you propose to promote

proliferation of smart city services?

What tools and

approaches facilitate collaboration across

communities?

How can we foster the ability of staff

members to recognize and exploit market

opportunities for new technologies?

Facilitator: Patrick Spieth Facilitator: Kati Järvi Facilitator: Martin Rhisiart

Facilitator: Pascal Echardour

Facilitator: Teemu Santonen

How Creativity Can Help us to be More

Sustainable As Human Beings

Led by

Paolo Sbuttoni

Facilitator: Simon Minderhoud

Facilitator: Dirk Schneckenberg & Karoline Bader

Michael Gusenbauer: Innovation

Offshoring Research: A Mapping of the Field

Laurent Scaringella: Spin-off

models: Theoretical convergence

Rigo Tietz: Dynamic Modelling of Innovative Business Models

Dirk Schneckenberg: The role of managerial cognition in business

model innovation

Linda Bergset: Financing innovation in sustainable start-ups

Henna Järvi: The Value of Value Co-creation: Empirical Evidence from

B2B Services

Sebastian Heil: Business platforms and service-

oriented business model innovation in traditional

industries

Jochen Schmidt: Investigating

Organizational Antecedents of Effectual

Corporate Entrepreneurship

Vivek K Velamuri: Pivots

in Startups: Factors Influencing Business Model Innovation in

Startups

Oscar Smulders: Business model innovation as a

prerequisite for social innovation

Jonas Van Lancker: The Organizational

Innovation System: Innovation rationale and framework for

analysis

Stephan Buse: Global Innovation

Management Strategies of German Hidden

Champions

Ekaterina Albats: Building a National Innovation System -

supporting mechanisms in Russia

Ruslan Rakhmatullin:

The Quadruple Innovation Helix for

sustainable and inclusive growth

Agnieszka Radziwon: Designing Collaborative

Manufacturing Solutions for SMEs: A

Case Study

Christina Grundström: Effect of Inbound OI on

Performance in Manufacturing SMEs

Katie Hyslop:

Collaborating for the future: Open innovation

in the oil industry

Tõnis Mets: How to research the

entrepreneurial (open) innovation process?

Veronica Bluguermann: Framing complex

problems in cities: a design approach

Pia Storvang, Suna Løwe

Nielsen: DesignUni: University

Entrepreneurship Education through

Design Thinking

Bettina Maisch: Ideas to Implementation Through User-driven Innovation

in China

Dana Mietzner: How to solve corporate

innovation challenges through innovation

camps?

Arne Stjernholm Madsen: Strategic

reframing as 'feedforward' to

experimentation and exploration

Shin Juneseuk: Strategic

foresight to recognize innovation technologies

at inflection points

Michael Riedl: Strategic Planning Tool for Local

Sustainable Mobility

Heather Moore: Ethnographies of

Practice, Visioning, and Foresight

Sebastian Kunert: Time, Staff and Motivation in

Innovation Projects: New Empirical Insights

Jorgen Furuhjelm:

Increasing efficiency in the innovation process

at Saab Aeronautics, Sweden

Adam Mazurkiewicz: A

Model of a Complex Assessment of

Innovative Technological Solutions

Peter Robbins:

Innovation Processes - Stage-Gate or Strait-

Jacket?

1700 - 1800 PLENARY SESSION ON OPEN INNOVATION (Main Hall Level -1) Moderated by Wim Vanhaverbeke – Professor of Strategy and Innovation, Hasselt University

Ronan Stephan – Group Chief Innovation Officer, Alstom - Open Innovation as an Enabler to address the Systemic Challenges for Smart Territories Stephane Durand – Head of Innovation, Moy Park - Open innovation in the poultry industry at Moy Park and how to make it work Jim Trueman – Principal Industrial Fellow, University of Cambridge - Open Innovation In Food And Health: Observations From OI Forums In Contrasting Business Sectors

1815 END OF SESSIONS – DAY TWO

1930 FOR 2000 – 2300 CONFERENCE SOCIAL EVENING The Old Jameson Distillery was founded in 1780 and was Ireland’s most famous distillery for nearly 200 years. This hub of activity welcomes visitors from all over the world. A good, wholesome Irish buffet dinner will be followed by live Irish music and dancing. Dress Code: Casual. Please make your own way there and don't forget to bring your badge.

Venue: The Old Jameson Distillery, Bow St, Smithfield Village, Dublin

14

WEDNESDAY MORNING, 11 JUNE

0900 – 1030 SCIENTIFIC & PRACTITIONER SESSIONS (15 mins per presenter & 30 minutes facilitated discussion)

Red Hall Level -1 Gold Hall Level -1 Green Hall Level -1 Blaskett Hall Level 2 Achill Hall Level 2 Aran Room Level 1 Gola Room Level 1 Board Room Level 4 Purple Hall Level -1 Session 7.1: Service

Innovation 1 Session 7.2: OI &

Collaboration (SIG): Stakeholders & Collaboration

Session 7.3: OI & Collaboration (SIG): Clusters & Systems

Session 7.4: Innovation for Sustainable Societies

Session 7.5: Strategic Foresight, Strategic

Agility & Future Orientation 3 (SIG)

Session 7.6: Early-stage Innovation 1 (SIG)

Session 7.7: Innovation Performance

Session 7.8: Product Innovations

Session 7.9: Innovation Capabilities

Facilitator: Seidali Kurtmollaiev

Facilitator: Tor Helge Aas Facilitator: Lynne Bennington

Facilitator: Bettina von Stamm

Facilitator: Artur Ochojski Facilitator: Paul Ellwood Facilitator: Leona Fitzmaurice

Facilitator: Leonid Chechurin

Facilitator: Stephan von Delft

Vinit Parida, David Rönnberg Sjödin: Open operation: A customer

perspective on integrated product-service solutions

Angelika Riedl: Technology Potential Analysis in Service

Companies

Erik Lindhult: Complexity approach to joint value

discovery in service innovation management

Yujin Jeong: Technology-Based New Service Idea

Generation for 5G Mobile Communication

Argyro Almpanopoulou:

Service Integration in Ecosystems: Empirical Study in Scalable B2B

Services.

Maria Smirnova: The role of innovation ecosystem in

driving innovation performance

Karri Mikkonen:

Collaborative Front-End-Innovation Process to

Assure Systemic Value in Business Ecosystems

Matthias R. Guertler: Stakeholder-Analysis

featuring Open Innovation

Daniel Kliewe: Strategy-controlling of cluster

initiatives

Bianca Cravenna: National Systems of Innovation: Actors'

Network Relations in Ghana

Magdalena Bialic-

Davendra: The innovative potential of clusters: A Czech case

study

Csaba Deák: The Four Stage Model for Development of

Innovative Clusters

Marcin Baron: Open Innovation Cooperation Strategies in Regional Innovation Systems

Yves Boisselier, Pascal Echardour: Wikinomics: a key enabler to innovation

& societal progress

Christiane Rau, Fiona Schweitzer:

Technologically-Reflective Individuals for Sustainable

Innovations

Hanitra Randrianasolo-Rakotobe: Social

Innovation in lock-ins: Insights from Fair Trade

standardization

Margaret Lemay: Conceptualizations and

Representations of Stakeholders in

Technological Innovation

Edward Faber: Developing a future

orientation using serious gaming

Scott Erickson, Helen Rothberg: Strategic

Innovation and Sustainable Competitive

Advantage: Understanding

Knowledge Assets

Pablo Breitenmoser, Markus Eurich: ICT-induced Changes to

Business Relationships in Air Traffic Management

Magnus Boman: Speedwriting in

networked foresight

Tibor Dory: Service needs of early stage companies in

South-East Europe

Alexis Jacoby: Using Abstraction Levels in the Front-end of Innovation

John Egan: A Labour Theory

of Value Creation

Lawrence Dooley: Open Innovation as a Start-up Strategy: two Irish Born

Global Firms

Kaisa Henttonen: Appropriate Performance Measures for Innovation

and Development projects

Marina Dabic: How employee personal values'

influence organizational innovativeness

Csilla Molnárné Konyha:

Strategy, Process and Product: Factors Influencing

Market Success of Innovations

Desai Narasimhalu:

Managing Innovation Efficiency

Andera Gadeib: Shamrock or lucky clover? Datamining

finds drivers of product innovation

Robert Bauer:

Adaptive hybrid preference

measurement methods in product

innovation

Tharnpas Sattayaraksa: The roles of CEO transformational

leadership on product innovation

Oleg Abramov: TRIZ-Assisted Stage-Gate

Process for Developing new Products

Teresa Tiaojung Hsu:

Is Collaboration a Panacea for Product

Innovation in Turbulent

Environments?

Christina Oberg: Innovation

management capabilities in the

creative sector

Christian Thurnes, Frank Zeihsel:

Innovation-Events enriching efficient

Lean Product Development

Processes

Kalle Piirainen: Capabilities for Offshore Wind

Services around the North Sea

Christoph Köller:

Enabling Innovation - Improving Innovation

Capabilities of Research

Organisations

1030 – 1100 COFFEE BREAK (Level -1 and Level 1 and Level 2)

Coffee Connections Corner (Level -1): Horizon 2020 Calls and Consortia 2 - with Bruno Woeran, Uros Sikimic, Steffen Conn

15

WEDNESDAY MORNING, 11 JUNE

1100 – 1230 SCIENTIFIC & PRACTITIONER SESSIONS (15 mins per presenter & 30 minutes facilitated discussion) Red Hall Level -1 Gold Hall Level -1 Green Hall Level -1 Blaskett Hall Level 2 Achill Hall Level 2 Aran Room Level 1 Gola Room Level 1 Board Room Level 4 Purple Hall Level -1

Session 8.1: Service Innovation 2

Session 8.2: OI & Collaboration (SIG):

Capabilities & Competencies

Session 8.3: OI & Collaboration (SIG):

Stimulating Innovation

Session 8.4: Innovation in SMEs

Session 8.5: Strategic Foresight, Strategic

Agility & Future Orientation 4 (SIG)

Session 8.6: Early-stage Innovation 2 (SIG)

Session 8.7: Measuring Innovation

Session 8.8: Public Innovation and

Innovation Systems

Session 8.9: WORKSHOP

Facilitator: Seidali Kurtmollaiev

Facilitator: Irina Fiegenbaum

Facilitator: Marina Dabic

Facilitator: Lynne Bennington

Facilitator: Scott Erickson Facilitator: Paul Ellwood Facilitator: Joanne Hyland Facilitator: Byoung Soo Kim

Teaching and Coaching Open Innovation: Joint

ISPIM SIGS & OI-Net Session -

Led by Anna Trifilova &

Wim Vanhaverbeke

Alberto Di Minin - Understanding OI: what do we know about it so

far?

Fabian Schlage: Practicing OI: where are

we going to?

Antero Kutvonen: OI-Net: Developing Open Innovation Education Based on Industrial

Needs

Alexander Brem: Teaching & Coaching OI: How to train openness?

Sebastian Kortmann: Service Firms and Their Idiosyncratic

Learning Behavior

Tor Helge Aas: Toward a Framework of New Service

Development Practices

Saara Pekkarinen: Modularity and innovation

appropriability - Value appropriation of service

innovations

Isabella Grahsl: Servitization Logics for Utilities: A

Systematic Approach to Develop B2C-Offerings

Julius Golovatchev:

Complexity Management of Intelligent Products in the

Energy & Utility

Colin C.J. Cheng: Identifying Capabilities for Open Innovation Activities

Verena Nedon: R&D

Employees' Intention to Exchange Knowledge

within Open Innovation Projects

Justyna Dabrowska:

Identification of Competences for Open

Innovation

David Rosell: Implementation of Open Innovation Strategies - a

Buyer-Supplier Perspective

Fang-Mei Tseng: Why doesn't co-creation with

well-known bloggers increase new service

performance?

Dan Swan: Creative Interoperability: Mapping

knowledge networks between groups

Majbritt Evald, Ann H Clarke: Integration of

innovation contest ideas into traditional business

innovation processes

Hangzi Zhu: Innovative behavior types and their influence on individual

crowd-sourcing performances

Miriam Heitz: Global Open Innovation and

Crowdsourcing at Deutsche Bank

Anna Ohrwall Ronnback: The influence of

innovation on growth in established SMEs

Nance Frawley: R&D tax

incentives as a policy tool for small business

Murk Peutz: Enabling

inclusive growth in SMEs by Workplace Innovation

Reinhard Altenburger :

Sustainable Product and Service Innovation:

Evidence from Austrian SMEs

Heli Aramo-Immonen: Innovation diffusion in

SME networks - sustainability via green ICT

Bjoern Sautter: Strategic guidance in clusters for

business success in future markets

Tobias Heger: A

Theoretical Model for Networked Foresight

Alexandra Kriz: Learning

about Ambidextrous Innovation through Sport: an Analogous

Dynamic System

Karina Jensen: Leading Global Innovation

through Collaborative Strategy-making

Konstantin Wellner: Determinants of User

Innovator Behavior in the Silver Market

Thorsten Lambertus,

Matthias Keckl: Crossing the Valley of Death - Fraunhofer

Fosters High-tech Entrepreneurship

Jimmi Normann Kristiansen:

Reviewing Radical Innovation Typology:

Remedying Innovation Type Confusion

Fiona Schweitzer: The Role of Technical Reflectiveness

and Narrative Transportation in Ideation

Helena Karlsson: Quality in innovation management

auditing

Arash Hajikhani: Social Network Services as a High

Potential Indicator for Measuring Innovation

Monika Petraite: Organizing and Monitoring Innovation: linking Processes, Design,

and Strategy

Bruno Woeran: Innovation Policies and SME Funding

Throughput - Lack or Loss?

Anton Kriz: Public sector innovation

champions serving multiple masters from

multiple levels

Artur Ochojski: Innovative solutions to management of local public services and

infrastructure

Wisdom Kanda: Boosting eco-

innovation: The role of public support organizations

1230 – 1330 LUNCH (Level 1 ONLY – no lunch at Trinity City Hotel)

1330 - 1500 INNOVATION IN IRELAND (Main Hall Level -1) Moderated by Peter Robbins – Centre Manager and Programme Director of EDEN Centre for Entrepreneurship & Design Innovation Fiona McKeon – CEO, BIZWorld Ireland - Learning and Teaching to Innovate – Why the Education Question cannot be ignored Paul Glynn – CEO, Davra Networks - The Importance of Incubation to Innovation Kieran Daly – COO & Co-Founder, Health Beacon - Digital Health Innovation in Ireland - lots done, more to do

1500 – 1800 INNOVATION TOURS - SHOWCASING INNOVATION IN IRELAND 1500 – 1630 WORKSHOP Tour 1 to Intel Labs Europe &

Innovation Value Institute Led by Jim Kenneally

Tour 2 to EDEN - University Centre for Entrepreneurship Design & Innovation

Led by Peter Robbins

Tour 3 to The Science Gallery Led by Ian Brunswick

Tour 4 to NCI Business Incubation Centre Led by Paul Glynn

Blaskett & Achill Halls Level 2 OI-Net: Open Innovation Teaching

Practice Market Square -

CLOSE OF CONFERENCE

CONFERENCE PARTNERS & SPONSORS

Look closely and you may just see the future!

Our research labs throughout the continent are focused on meeting Europe’s goals for the year 2020

Intel has made significant R&D investments throughout Europe. Innovations being driven by our labs will shape the future - benefitting people’s lives in unprecedented ways. With a network of Research & Development, Product and Innovation labs in Austria, Belgium, Denmark, France, Finland, Germany, Ireland, The Netherlands, Poland, Romania, and the United Kingdom, we are developing new technologies to respond to major challenges currently facing Europe: an aging population, sustainability, economic growth, energy efficiency and independence, transportation and logistics. Together with university, government and industry partners, these labs are helping to provide Europe with the technological advantage it needs to compete and succeed in tomorrow’s economy.

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IT Capability Management Framework™ (IT-CMF™) is a holistic approach to the management of IT (Information Technology) to optimize its value and innovation potential. It is powered by the Innovation Value Institute (IVI), a not for profi t international consortium of industry practitioners and academia.

IVI enables an ecosystem of supporting services including management training, organization evaluations and improvement planning, networking and communities-of-practice.

To fi nd out more about IVI and IT-CMF, visit www.ivi.ie, email ivi@nuim.ie or call 01 708 6931

Lappeenranta University of Technology, LUT has throug-hout its history (founded 1969) combined expertise in technology and business. The university’s operation is based on cooperative, multidisciplinary and solution-based activity. We respond to future challenges in cooperation with our partners in the academic world and industries.

Our international community consists of 7000 students and experts. Since 2012 over 10 000 students have graduated from LUT with Master of Science degrees in engineering and business, as well as 450 Ph.D. degrees in technology and business.

LUT strategic focus areas are green energy and technologythe sustainable value creationinternational role as a hub of Russian relations.

The strategy 2015 is supported by our values: courage to succeed, passion for innovation through science, and a will to build well-being.

Special features of innovation research at LUT:› innovation is seen as requisite for the regeneration of enterprises and society and ultimately for sustainable value creation› a broad view of innovation, considering the entire life cycle and different types thereof › world-leading open innovation research › expertise in the management of global, knowledge-intensive innovation and value chains› special focus on research on innovation and business environments in Russia and transition economies › breaking the traditional linear model of innovation and seeking innovation by breaking borders through “intellectual cross-fertilization” › innovations are created and implemented in value networks, open innovation is the driving force of modern “creative destruction”. › the core competence is brokering, which means the skill to create worlds of intellectual cross-fertilization. › innovations are mainly created in practical contexts, where many different sources of information are exploited in solution-centered processes; in these environments the customer is a subject, not an object, of innovation activities. › organizations should not be seen as passive bystanders of innovation policy – instead, innovative capabilities needed in working life must be developed with the assistance of a solid toolbox. › enhancing the principles of practice-based innovation activities by our own networked ways of action.

www.lut.fi

Strategic Innovation Management Consulting for Corporate Growth and Renewal

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www.productgenesis.cominfo@productgenesis.com

Affiliates in Asia, Europe and South America

ACCELERATING SUCCESS THROUGH STRATEGIC INNOVATION

Dear Fellow Innovators:

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Email: joanne.hyland@rinnovationgroup.comOffice: +1 207-251-9757

Visit www.innovation2pivot.com to test drive our Tools Platform—and order Pivot: How Top Entrepreneurs Adapt and Change Course to Find Ultimate Success, its companion “how to” guide.

Accelerating Your Innovation LifecycleCreating the Right Innovation MindsetDesigning Your Roadmap to Success

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Books for vIsIonarIes, game Changers and Challengers

Managing EditorJoe Tidd, SPRU, The University of Sussex, UK

Academic Advisory BoardIkujiro Nonaka, University of California at Berkeley, USA

Business Advisory BoardJohn Brady, McKinsey & Company, Inc.

Richard Granger, Arthur D Little

Abstracted & Indexed in

INSPEC; International Bibliography of the Social Sciences (IBSS); Scopus

PRICE INFORMATION Print ISSN: 1363-9196

Online ISSN: 1757-5877Vol. 18 • 6 Issues • 2014

US$ £ S$

Institutional Subscription (Electronic + Print*) 1,011 742 1,651

Institutions/Libraries (Electronic Only) 919 674 1,501

Please add postage 50 34 67

www.worldscientific.com/worldscinet/ijim

Official journal of the International Society of Professional Innovation Management (ISPIM)

International Journal of Innovation

Management (IJIM)

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*Special Rates forISPIM Members

(1-Year Electronic Subscription)

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* Special Rates for ISPIM Members (1-Year Electronic Subscription). For subscription or enquires, please email to sales@wspc.com.sg.

Eleventh Special Issue for the ISPIM — Innovation in the Asian Century

Vol. 18, No. 3 (June 2014)

• Editorial-EleventhSpecialIssuefortheISPIM—InnovationintheAsian

Century(J. Tidd, E. Huizingh & S. Conn)

• DoInnovativeOrganisationsCompeteonSingleorMultipleOperational

Capabilities? (A. A. Nand, P. J. Singh & A. Bhattacharya)

• CustomerIntegrationinMassCustomisation:AKeytoCorporateSuccess

(C. Theilmann & M. Hukauf)

• InterdependenceandCommunicationBetweenTechnicallyTrained

ManagersandMarketingManagersDuringInnovationProjects

(G. R. Massey & E. Kyriazis)

• TextMiningforTechnologyRoadmapping—TheStrategicValueof

Information(V. Kayser, K. Goluchowicz & A. Bierwisch)

• TheMediatingEffectofOpportunityRecognitiononIncubated

—EntrepreneurialInnovation

(D. Niammuad, K. Napompech and S. Suwanmaneepong)

• DisruptionandSocialMedia—EntrantFirmsasInstitutional

Entrepreneurs(C. Laurell & C. Sandström)

• InternationalCorporateEntrepreneurshipwithBornGlobalSpin-Along

Ventures—ACross-CaseAnalysisofTelekomInnovationLaboratories’

VenturePortfolio(S. Mahdjour & S. Fischer)

• AllianceScopeandFirmPerformanceintheBiotechnologyIndustry

(P. Smith, L. Callagher & X. Huang)

25

HOT TOPIC DISCUSSION CIRCLES Seating is first-come, first-served.

SCIENTIFIC-LED CIRCLES

INDUSTRY-LED TABLES

ACHILL HALL LEVEL 2 1. Eric Viardot, Editor of IJTMkt, Spain - What are the most important current challenges for the

successful marketing of innovation? 2. Anna Trifilova, Fraunhofer MOEZ, Germany - What are the latest insights into how we should be

teaching innovation? 3. Ceri Williams, University of Leeds, UK - Early Stage Innovation - How to build a commercial value

proposition on scientific research? 4. Dana Mietzner, TH Wildau, Germany - What is the future of teaching and coaching innovation

management and entrepreneurship? 5. Irina Saur-Amaral, IPAM Lab, Portugal - How should scientific research units focused on firm

innovation interact with academia, firms, policy-makers and remaining stakeholders? 6. Andrea Hanebuth, TU Bergakademie Freiberg, Germany - What needs to be considered for

successfully managing international virtual research teams? BLASKETT HALL LEVEL 2

7. John Egan, Medical Technologies Innovation and Knowledge Centre, University of Leeds - How can we better link the Sciences, Humanities and Arts for an integrated approach to innovation theory and practice?

8. Karina Jensen, NEOMA Business School, France - What are the latest insights into leadership skills and practice in successful international innovation projects?

9. Katja Tschimmel, Escola Superior de Artes e Design, Portugal - How can the visual language of a design thinking model help innovation managers to better understand the dynamic of the creative process and its application in an innovation project?

10. Dimitri Schuurman, iMinds-MICT, Belgium - How can we better define the boundaries (and align the research streams) on open innovation and user innovation?

11. Bruno Woeran, Lappeenranta University of Technology, Finland - If the majority of innovations come from SMEs, why doesn't the majority of funding go to them?

GOLA ROOM LEVEL 1 12. Peter Robbins, EDEN Centre for Entrepreneurship & Design Innovation, NUI Maynooth, Rep. of

Ireland - What's the best way for SME's to approach innovation? 13. Paul Ellwood, University of Liverpool, UK - How can we accelerate innovation? And should we do so? 14. Kevin McFarthing, Innovation Fixer Ltd, UK - Is portfolio management the most important

competency for innovation? 15. Scott Erickson, Ithaca College, USA and Helen Rothberg, Marist College, USA - What do your

competitors know about your innovation strategy?

MAIN HALL LEVEL -1 16. Mikael Johnsson, Munktell Science Park, Sweden - How do we educate employees to supercharge

innovation output? 17. Jim Kenneally, Intel & Innovation Value Institute, Rep. of Ireland - Measuring the value of IT-

enabled business innovation: Challenges and best-practices 18. Wolfgang Gruel, Daimler AG, Germany - Innovation Departments & Think Tanks: Are they doomed

within big companies? 19. Edward Faber, Thales Research and Technology, Netherlands - Serious gaming and gamification:

hype or powerful innovation management instrument? 20. Michael Dell, ratio strategy & innovation consulting gmbh, Austria - Reverse Innovation - a chance

for European SMEs? 21. Mark Vandael, CeeTee - How can we optimize the idea selection part in the creative process? 22. Simon Minderhoud, Philips Innovation Services, Netherlands - Can you innovate too much? 23. Caroline Rudzinski, Volkswagen Group, Germany - Back from Open to Closed Innovation? How

much openness brings valuable innovations? 24. Jeff Hovis, Product Genesis, USA - How do we create value from “orphan” technologies? 25. Rui Patrício, ContinueToGrow, Portugal - Should Innovation Strategy be a requirement for SMEs and

why? MAIN HALL FOYER LEVEL -1

26. Joanne Hyland, rInnovation Group, USA - Innovation by Design: What are the stickiness factors to anchor innovation successfully?

27. David Trevitt, Innovation Value Institute, Rep. of Ireland - Is your organisation’s innovation performance constrained by low maturity in other organisational capabilities?

28. Pascal Echardour & Yves Boisselier, MAC-Team, Belgium - How can new collaborative learning practices in professional environments, such as WikiNomics, lead to Open Innovation 2.0?

29. Bettina von Stamm, Innovation Leadership Forum, UK - Managing for growth AND sustainability, a contradiction?

30. Aoife Elizabeth Butler, Alston & Bird LLP, USA - Innovation as a response versus truly pioneering innovation: What are the implications for the organization?

26

PARALLEL SESSION OVERVIEW AND THEMATIC PLANNER

Monday 1330–1500

1.1: Sustainable Business Models

1.2: WORKSHOP IT Capability Maturity Framework: Master

class

1.3: Collaboration & Open Innovation

(SIG)

1.4: Entrepreneurship

1.5: Transferring Knowledge for

Innovation 1 (SIG)

1.6: Innovation for Sustainable and Inclusive Growth

1.7: Living Labs 1 (SIG)

Academic Research Development

Session 1

INNOVATION INSIGHTS

Transforming How We Live

Monday 1530–1700

2.1: Managing IT Capabilities for Innovation and

value

2.2: OI & Collaboration SIG:

International & Online

2.3: OI & Collaboration SIG:

Platforms & Approaches

2.4: WORKSHOP Early-stage

Innovation Special Interest Group

2.5: Transferring Knowledge for

Innovation 2 (SIG)

2.6: Innovation for Sustainable and

Inclusive Growth 2

2.7: Living Labs 2 (SIG)

Academic Research Development

Session 2

INNOVATION INSIGHTS

The “How” of Innovation

Tuesday 0900–1030

3.1: Business Models 1 (SIG)

3.2: OI & Collaboration (SIG):

Customers

3.3: OI & Collaboration (SIG): Transformation &

Composition

3.4: Teaching Innovation (SIG) Invited Speaker

Session

3.5: Transferring Knowledge for

Innovation 3 (SIG)

3.6: Sustainability-driven Innovations

3.7: WORKSHOP the Emerging Living Labs Movement

Academic Research Development

Session 3

INNOVATION INSIGHTS

Into the Mind of the Consumer

Tuesday 1100–1230

4.1: Business Models 2 (SIG)

4.2: OI & Collaboration (SIG):

Technology Co-operation

4.3: OI & Collaboration (SIG):

Intermediaries & Information

4.4: Coaching Innovation (SIG) Invited Speaker

Session

4.5: Transferring Knowledge for

Innovation 4 (SIG)

4.6: Creativity IN Innovation 1

4.7: WORKSHOP Gamification &

Gaming in Innovation

Management

Academic Research Development

Session 4

INNOVATION INSIGHTS

Innovation by Design

Tuesday 1330–1500

5.1: Business model change and

innovation (SIG)

5.2: OI & Collaboration (SIG):

Collaboration

5.3: OI & Collaboration (SIG)

5.4: Strategic Innovation Training,

Teaching & Coaching 1 (SIG)

5.5: Strategic Foresight, Strategic

Agility & Future Orientation 1 (SIG)

5.6: Creativity IN Innovation 2

5.7: Innovation Management

Academic Research Development

Session 5

INNOVATION INSIGHTS

Changing the Game

Tuesday 1530–1600

6.1: Business Model Innovation and

Corporate Entrepreneurship

6.2: OI & Collaboration (SIG):

Systems

6.3: OI & Collaboration (SIG)

6.4: Innovation Training, Teaching & Coaching 2 (SIG)

6.5: Strategic Foresight, Strategic

Agility & Future Orientation 2 (SIG)

6.6: WORKSHOP How Creativity Can Help us to be More

Sustainable As Human Beings

6.7: Innovation Methods

Academic Research Development

Session 6

INNOVATION INSIGHTS

WORKSHOP ISPIM Seeks Solutions

Wednesday 0900–1030

7.1: Service Innovation 1

7.2: OI & Collaboration (SIG):

Stakeholders & Collaboration

7.3: OI & Collaboration (SIG): Clusters & Systems

7.4: Innovation for Sustainable

Societies

7.5: Strategic Foresight, Strategic

Agility & Future Orientation 3 (SIG)

7.6: Early-stage Innovation 1 (SIG)

7.7: Innovation Performance

7.8: Product Innovations

7.9: Innovation Capabilities

Wednesday 1100–1230

8.1: Service Innovation 2

8.2: OI & Collaboration (SIG):

Capabilities & Competencies

8.3: OI & Collaboration (SIG):

Stimulating Innovation

8.4: Innovation in SMEs

8.5: Strategic Foresight, Strategic

Agility & Future Orientation 4 (SIG)

8.6: Early-stage Innovation 2 (SIG)

8.7: Measuring Innovation

8.8: Public Innovation and

Innovation Systems

8.9: WORKSHOP Teaching and Coaching OI

27

INNOVATION INSIGHTS FROM INDUSTRY SESSIONS –PROFILES

TRANSFORMING HOW WE LIVE MONDAY, 1330 - 15:00

FACILITATOR: FIONA MCKEON PURPLE HALL LEVEL -1

Fiona McKeon CEO, Bizworld Ireland Fiona is a professional development lecturer and trainer. Entering the business world over a decade ago, her strong background in education ensures her methods of lecturing, mentoring and teaching are both informative and effective. Fiona has transferred her abilities as an educator to provide skills and advice to people of all ages in order to improve their professional standards and personal effectiveness through branding and mentoring.

As CEO of Bizworld Ireland, Fiona is bridging the gap between education and business in order to create successful but financially responsible adults for the future. Fiona believes that skills as well as knowledge are crucial to radical reform throughout the education sector. Fiona has been an educational practitioner for over 20 years and has developed a wealth of experience. By combining her education and business acumen, she is providing a community-enhancing service through BizWorld Ireland. Fiona was awarded The David Manley emerging Social entrepreneur of the Year 2014.

Wolfgang Gruel Business Innovation Manager, Daimler Mobility

REINVENTING URBAN MOBILITY

Wolfgang Gruel is a manager at Daimler Mobility Services, Daimler’s subsidiary for innovative mobility solutions. He is focused on providing an outstanding customer experience for the company’s services car2go and moovel. While car2go is the world’s leading provider of flexible carsharing programs that is now available in more than 25 cities worldwide, the mobility platform moovel is offering customers the best options for traveling from point A to point B by combining diverse modes of transportation.

Before joining Daimler Mobility Services, Wolfgang was part of Daimler’s Business Innovation Department – a team designated to the goal of fostering entrepreneurship within the company and evolving innovative ideas to emerging businesses. To create, collect and refine such ideas Wolfgang has built up an internal online innovation community with now more than 45,000 members.

Wolfgang holds a Ph.D. in Innovation Management from the RWTH Aachen University, a Master’s Degree in Information Systems and graduated in Business Administration. In April, Wolfgang moved his desk to Boston, where he now explores innovative ideas for the future of urban mobility at the Massachusetts Institute of Technology (MIT).

Caroline Rudzinski Future Affairs, Volkswagen Group

DOING RESEARCH IN INDIA ON URBAN MOBILITY

Caroline V. Rudzinski is a researcher and a systemic consulter with the focus Innovation, Crowdsourcing and Strategy. She works at Volkswagen AG and holds a lectures and guest lectures at different universities. Besides this she is writing her Ph.D. on “Open Strategy”, where she applies the group intelligence approach to the internal strategy process of organizations. Caroline V. Rudzinski studied Economic Science at the University of Witten/Herdecke, Germany and did her Master of Science in Business Administration and Economics at the University of Stockholm, Sweden.

Fabian Schlage Head of Idea & Innovation Management, Nokia

THE NEW INNOVATION PARADIGM

Fabian S. Schlage was born 1970 in Munich, University studies in computer science at Technical University Munich, since 1994 within Telecommunication Industry.

Head of Innovation and Ideas Management at Nokia. Lecturer for Innovation Management at HAW Ingolstadt (Germany) and NW university (Switzerland). Scientific Panel Member at ISPIM. Background: Personal Business Consultant to Chief Executive Board within Siemens AG. Heading functions within Business Transformation. Established Innovation Process within Nokia Siemens Networks. Research on applied Innovation Management within international Innovation Management Networks. Leads Innovation Management at Nokia Solutions and Networks. International Consultancy / Speeches / Awards e.g. at CoDEV, Marcus Evans, Management Circle, World Innovation Convention, ASUP, EURAM, ISPIM, Fraunhofer Society.

28

THE “HOW” OF INNOVATION MONDAY, 1530 - 17:00

FACILITATOR: DESAI NARASIMHALU PURPLE HALL LEVEL -1

Desai Narasimhalu Director, Institute of Innovation & Entrepreneurship Singapore Management University

Desai is the Director of the Institute of Innovation and Entrepreneurship and a Professor of Information Systems Practice at the Singapore Management University. He has over 40 years experience in innovation development, management and commercialization experience. He also has more than 15 years experience in helping aspiring entrepreneurs create technology starts ups. He has either personally or through his team helped create around 120 technology startups. Since September 2009 his team has helped create 75 startups and have helped them raise 3.5 million Singapore dollars in grants and around 10 million Singapore dollars in investments. He has raised more than 12 million Singapore dollars in grants for helping create an innovation culture and entrepreneurial spirit on SMU campus. He is a Fellow of Singapore Computer Society and a Fellow of ISPIM. He has been recently added to the Board of Advisors of Singapore Innovation and Productivity Institute of Singapore Manufacturing Federation.

Desai has built alliances with several MNCs and national initiatives such as Japan’s Real World Computing Programme. He recently extended the Triple Helix Model to recognize the role of Angel and other investors and Research Labs. He has transferred his innovations to several MNCs including Apple, Computer Associates, Fujitsu, Hitachi, National Semiconductors and Siemens and some of his innovations have been shaped into startup companies such as SecureAge, XID Technologies and Trustcopy. He is often invited to give key note talks on innovation and entrepreneurship related topics. He has developed proprietary methodologies including QaDIM, Service Innovation Design, Innovation Portfolio Management, Disruptive Innovation opportunity identification. He has developed a practice oriented “Innovative Entrepreneurs Workbook”, which has been translated into Hungarian and is currently being translated into Russian and Chinese. He is currently devoting his energies towards developing a methodology he calls the I-Ching of Innovation which will provide guiding principles for C level executives in transitioning their companies from one innovation management model to the next. He hopes to publish the key concepts in a forthcoming ISPIM conference. Desai is also supervising a Ph.D. student and is helping him develop a formal model relating creativity and innovation.

Olivier Leclerc Director, Innovation & Intrapreneurship, Bell Labs, Alcatel-Lucent

EMPOWERING INTRAPRENEURS AS CATALYSTS OF CORPORATE CULTURAL CHANGE

Olivier Leclerc graduated from the Institut National des Télécommunications (1994) and holds a PhD degree (1998) from the University of Nice, France. He joined Alcatel-Lucent Bell Labs (at the time Alcatel Alsthom Recherche in Marcoussis) in 1995 to work on very high-capacity WDM optical transmission systems, all-optical signal processing and transparent optical networks.

In 2005, he became Project Leader of the Alcatel-Lucent 40G ‘Internal Venture’ which succeeded in accelerating the commercial availability of a 40Gb/s optical transport solution in Alcatel-Lucent portfolio ranging from short reach terrestrial to submarine links.

Since 2008, he holds the position of Director, Innovation & Intrapreneurship at Alcatel-Lucent with a mission to stimulate and spread an ‘entrepreneurial spirit’ by promoting both an aggressive risk-taking attitude for the commercialization of innovations and desperate feedback-seeking from external parties (customers, VCs, business angels, end-users …).

In April 2014, he took over the role of Open Innovation project leader in the Alcatel-Lucent International global ambition to establish and promote an ‘Innovation City’ in Villarceaux (4000 employees) as a key stakeholder of the fast-growing Paris-Saclay industrial ecosystem.

Olivier is a regular speaker/lecturer about innovation management and more specifically about intrapreneurship.

Milan Lakhani Senior Strategist & Manager, Business Innovation, Incubation & New Business Development, Konica Minolta

CLIENT-CENTRIC INNOVATION MANAGEMENT

Milan has a passion for business-led innovation, and is currently a strategist with Konica Minolta Inc, where he manages business innovation, incubation and new business development. Milan’s main areas of expertise are setting up innovation programmes in a corporate environment, globally, understanding cultural paradigms and creating an innovation framework to provide a structure & governance for on-going innovation. Milan spent 16 years with Hewlett Packard (HP), of which the last 6 years were within the corporate team, setting up one of the largest enterprise innovation programmes in IT Services industry.

Simon Minderhoud Senior Innovation Consultant, Philips Innovation Services

ACCELERATING INNOVATION, WHAT TO HAVE IN PLACE

Simon Minderhoud has a passion for streamlining innovation processes. He works as a senior consultant on innovation processes at Philips.

Simon works with Philips and external companies in various industries and governmental agencies. He helps companies to improve business results by increasing the efficiency and effectiveness of their innovation processes.

In addition to this, Simon also acts as program manager for the Innovation Excellence program with courses running in the Netherlands, Singapore, Shanghai and Finland.

Prior to his consulting career he worked in various jobs for several years in product and systems engineering in the defense electronics industry and professional equipment industries.

Over the years Simon has been invited to talk at conferences and he has authored and co-authored a number of publications on fast innovation processes. He has been lecturing on innovation at the University of Eindhoven and the National University of Singapore.

He holds a Master of Science degree in aeronautical engineering from Delft University of Technology.

29

INTO THE MIND OF THE CONSUMER TUESDAY, 0900 – 1030

FACILITATOR: HEATHER MOORE PURPLE HALL LEVEL -1

Heather Moore CEO & Founder, The Shape of Things

Heather is founder and CEO of The Shape of Things, an innovation strategy, foresight & resilience consultancy based on holistic market understanding. Clients include those in renewable energy, public broadcasting, IT and telecommunications.

Previously Heather lead of Strategy and Future Vision for Vodafone Group R&D. There she led a portfolio of initiatives including KashKlash, an online thought-leadership experiment on social digital currency; Forsaa, a mobile barter platform in Egypt, India, & Turkey and an international research collaboration on Digital Things, exploring the meaningful actions and relationships between people and their digital possessions.

Prior to Vodafone, she was the principal designer of T-Mobile’s MyFaves, Adobe’s InDesign software and award-winning mobile games, as well as co-founder of start-ups in remote collaboration, e-book publishing, and online financial planning. She holds a degree in Design and Psychology from Carnegie Mellon University, and is a founding fellow of THNK, Amsterdam School for Creative Leadership. She is a mentor at Startup Bootcamp Berlin & at Copenhagen Institute of Interaction Design.

Petteri Alinikula Director, Accessibility, Eco and Social Solutions, Nokia

DO GOOD INNOVATIONS DO GOOD FOR THE BUSINESS?

Petteri Alinikula earned his Ph.D. in Electrical Engineering from Pennsylvania State University, USA in 1992 and Engineering Diploma (M.Sc.) in Radio Engineering from the Helsinki University of Technology in 1988. In the past he has been a Visiting Scientist at the University of California at Santa Barbara. In 1993, he joined Nokia Research Center, Helsinki, Finland, where he has acted in various research management positions in wireless communications. Notably, in 2007-2008 he held the position of Vice President, Core Technology Research. In addition to the responsibility on research programs, Petteri Alinikula launched several open innovation initiatives around the globe. Currently, Petteri Alinikula is responsible for sustainability innovations for Nokia. His particular interests include accessibility, gaming for good and mobile education.

Hilmar Klink Manager, Consumer Innovation, Evonik Industries

HOW EVONIK ETHNOGRAPHY-BASED CONSUMER EXPLORATION LEADS TO B2B-DRIVEN INNOVATION Hilmar works in the Future Care team at Evonik Industries AG, a leading specialty chemicals company. Future Care´s novel approach focuses on ethnography-based end consumer exploration leading to new product concepts and aims at strengthening co-development activities with Evonik´s B2B customers. Therefore Hilmar´s work comprises both managing conception projects and designing appropriate organizational processes, methods and tools for leading consumer insights into proven new product concepts.

Before joining Evonik, the innovation passionate started his vita activa in the field of innovation research (working for Fraunhofer-Gesellschaft and writing his PHD thesis at TU Dresden), then moving to innovation consulting (with focus on consumer research and product conception) and later working in the innovation strategy department of a large German telecommunication operator.

Hilmar studied Wirtschaftsingenieurwesen at Universität Kaiserslautern (Germany) and Università Perugia (Italy). In his vita contemplativa, he likes heist movies, adventure tours and jazz´n rock music.

Kate Gransden Open Innovation Manager, GlaxoSmithKline

DRIVING INNOVATION THROUGH APPLYING CONSUMER INSIGHT TO OPEN INNOVATION

Kate Gransden is an Open Innovation Manager for the Oral Care category at GlaxoSmithKline

Following completion of her Ph.D, Kate worked for Unilever before joining GlaxoSmithKline. Kate has worked for GlaxoSmithKline for 11 years in Oral Health Research and Development. During this time she has held a variety of roles and has extensive experience in the successful development & launch of cosmetic products and medical devices.

During her career Kate has been the author on a number of peer reviewed publications and the lead inventor on several granted patents.

In her current role as Open Innovation Manager for Oral Care she focuses on the quest for new knowledge, technologies and products from outside the business, developing the external network to extend the company’s capabilities as well as leveraging existing contacts and networks to identify new opportunities.

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INNOVATION BY DESIGN TUESDAY, 1100 – 1230

FACILITATORS: JOANNE HYLAND & JEFF HOVIS PURPLE HALL LEVEL -1

Joanne Hyland President and Founding Partner rInnovation Group

Joanne Hyland is the President of the rInnovation Group and former Vice President, New Venture Development at Nortel Networks. She is an accomplished innovation strategist, architect, orchestrator and implementation expert. As a Founding Partner in rInnovation, Joanne is working with major corporations to link innovation with strategy and to develop systems, leadership and culture capabilities that drive growth and corporate renewal. The rInnovation Group client list includes Air Products, Arla Foods, BASF, Danfoss, Evonik, Grundfos, HP, Moen, NOVA Chemicals, Novozymes, Shell and Westinghouse among others. Joanne speaks regularly on topics related to innovation and corporate entrepreneurship and is or has been a member of the faculty in executive education programs at Babson College, the Danish Business Institute, the Danish Technical University (DTU), MIT, Rensselaer Polytechnic Institute (RPI), Stanford University, and the Industrial Research Institute.

Joanne is co-author of Pivot: How Top Entrepreneurs Adapt and Change Course to Find Ultimate Success (Wiley, October 2013) and has contributed to many other books and journal articles. She is a graduate of Concordia University in Montreal, Canada and is a certified New Product Development Professional (NPDP).

Thorbjørn Machholm Group Director, New Business & Business Support, Grundfos

METAMORPHOSIS OF NEW BUSINESS CREATION

Thorbjørn Machholm works with new business creation, corporate venture activity, investments, company start up and strategy work in the Grundfos group. He leads new business initiatives and serves at internal and external boards of directors. Thorbjorn has an extensive international experience with regional management covering cross-functional/ cross-cultural responsibilities, business development, strategic planning, as well as operations and finance. He has government and political EU lobbying experience. He is a Stanford Graduate School of Business alumni, holds a M.Sc. (DEA) in Management of Technology and Innovation from Dauphine Université Paris, and a M.Sc. in Business Administration and Strategy (1992) from CBS. He serves as Jury in national and international start-up competitions, Nordic Cleantech Open jury, and he is a Global Cleantech 100 panelist.

Jeff Hovis Managing Principal Product Genesis

Jeff Hovis is Managing Principal at Product Genesis, an MIT spin-out strategic innovation consulting firm. Jeff is responsible for executive-level interface for global innovation strategy client programs on six continents. Jeff serves as a senior advisor to Global 2000 CMOs and CTOs on strategic innovation and new business creation activities. Before moving into strategic consulting more than fifteen years ago, Jeff served as Senior Vice President at Thermo Electron (now Thermo Fisher Scientific), where he managed multi-continent business units, and created strategic technical and marketing partnerships in North and South America, Europe and Asia.

Jeff has extensive experience in strategic marketing and technology landscape projections for advanced materials, industrial, commercial, medical, life sciences, and consumer products, and is involved in all aspects of innovation strategy development, ranging from trend and convergence projections, market analysis, market opportunity identification and business case synthesis, to platform, roadmap, product, service, and solution requirements generation.

Calvin Smith Principal Manager, Global Innovation & Marketing, EMC Corporation

(RE)BIRTH OF INNOVATION

In his role as the Principal Manager of Global Innovation at EMC Corporation, Calvin Smith drives EMC’s primary vehicles for organic ideation and innovation globally. In addition to his responsibilities within the Office of the CTO, Calvin is also the Lead Anchor for “EMC TV,” EMC’s video news channel, hosting live events such as EMC World, The RSA Conference, VMWorld, Momentum, and EMC Quarterly Earnings Meetings.

Calvin is currently co-authoring a book on Innovation Management in Large Enterprises with Executives and Innovation Managers from Lockheed Martin, Cisco, FedEx, Merck, ExxonMobil, and Shaw Industries. He also sits on several boards and innovation leadership groups, including the Boston Innovation Leaders Council, led by Fidelity and Brown Brothers Harriman. He has presented Innovation Management and Corporate Intrapreneurship best practices to over 50 companies; mostly Fortune Global 500’s, and at over a dozen Universities.

Louise Quigley Director, Strategic Innovation, Moen

MIGRATION OF STRATEGIC INNOVATION

Louise joined Moen’s Global Brand Marketing group in 2006 to develop and implement an integrated corporate direct marketing strategy. The resulting data-driven solutions and personalized digital communications increased customer engagement, conversion and retention across multiple business channels. In 2010, Louise joined the strategic innovation team in Moen’s Global Strategic Development group. She leads the identification and pursuit of market-driven growth opportunities and champions organizational collaboration to commercialize a portfolio of innovations.

Prior to joining Moen, Louise was a leader of marketing, business development and operations at several U.S. start-up companies in the consumer products, technology and professional service industries.

Louise has a Bachelor of English degree from Bowling Green State University and a Master of Business Administration, Marketing from Case Western Reserve University.

Brendan Butler Director of Engineering and Innovation, EMC Ireland

(RE)BIRTH OF INNOVATION

Brendan Butler is Director of Engineering and Innovation at EMC Ireland. He has been with EMC in various Engineering, Manufacturing and Supply Chain leadership roles since 1994. Prior to that Brendan spent eight years in the USA, and completed his M.Eng at the University of Louisville, Kentucky. Brendan's role in leading Innovation for EMC Ireland Centre of Excellence (COE) allows him to connect people across the 30 business units, and to leverage the diversity of perspectives on campus to drive real business value for EMC. He has established a methodology and a network of trained Idea Generation experts, to work with the business leaders providing unique solutions to real business challenges. This team also works across boundaries delivering training and workshops on innovation techniques to sales, services and product teams across the globe.

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CHANGING THE GAME TUESDAY, 1330 – 1500

FACILITATOR: KEVIN MCFARTHING PURPLE HALL LEVEL -1

Kevin McFarthing Founder, Innovation Fixer

Dr Kevin McFarthing is an innovation specialist with experience in consumer products, OTC pharmaceuticals, diagnostics and life sciences. He was Head of Strategic Alliances, and Head of R&D for Health & Personal Care at Reckitt Benckiser, a consumer goods company with sales of $16bn.

He now runs the Innovation Fixer consultancy, helping companies to improve the effectiveness and efficiency of innovation. He is the author of chapters in two recent books on Open Innovation, and has been voted as one of the Top 40 bloggers on innovation.

Klaus Griesar Head of Science Relations, Merck Chemicals

PARADIGM SHIFTS IN (SUSTAINABLE) VALUE CREATION - IMPLICATIONS FOR INNOVATION MANAGEMENT

Prof. Dr. Klaus Griesar is working as head of the department “Science Relations” at Merck KGaA. As Senior Manager with more than 15 years of professional experience in leading positions in the chemical industry (focus: Innovation Management, Internal Venturing, Management of Strategic R&D Cooperation), he has a wide range of experiences in building up, leading and connecting internal and external expert-based organizations.

He started his industrial career in the department “Corporate R&D Strategy” at SKW Trostberg and joined Merck KGaA in 2000. Since then, he has worked in every corner of a high tech company from R&D to business development and strategy. From 2007 to 2010, he was head of the „Concept Labs Germany“, a role model within Merck Chemicals for front-end-innovation activities in the field of “Organic Electronics”.

In his current position, Prof. Griesar is responsible for our strategic partnerships and cooperation with worldwide leading universities, start-up companies and research institutes.

In 2011, he was awarded with an honorary professorship by Darmstadt University.

Prof. Griesar is member in numerous scientific and industrial committees. From 2006 to 2007, he was President of the Association for Chemistry & Economics within the German Chemical Society. In 2011, he was member of the „German Industry Association“ (BDI) working group „Germany 2030 - Future perspectives for value creation”.

Bettina Maisch Innovation Manager, Integrated and Disruptive Innovation Center, Siemens Corporate Technology China

SUSTAINABLE GROWTH AT SIEMENS CHINA THROUGH VALUE-DRIVEN TECHNOLOGY DEVELOPMENT

Bettina Maisch is responsible for the Industrial Design Thinking Program at the Integrated and Disruptive Innovation Center at Siemens Corporate Technology (CT) in Beijing, China. With direct guidance from the Head of CT, Dr. Arding Hsu, she built and organized a training program and related infrastructure such as design and innovation space and resources since 2012. Bettina and her team adapted the methodologies from Stanford University and the Design Company IDEO to the requirements of an industrial multinational company such as Siemens as well as the needs of an organization in China.

Bettina holds a PhD in Business Innovation from the University of St.Gallen, Switzerland. She spent 1,5 years doing research at the Center for Design Research at Stanford University funded by the Swiss National Science Foundation and the Hasso Plattner Design Thinking Research Program. Bettina gained working experience at the Fraunhofer Institute for Open Communication FOCUS in Berlin and in various innovation related projects at the University of Arts in Berlin, the University of St.Gallen as well as at the Stanford University.

Michael Ruggier GameChanger, Shell Global Solutions

GAME CHANGING INNOVATIONS AT SHELL - DRIVING REVOLUTIONARY DISRUPTIVE INNOVATIONS WITH LEAN RESOURCES

Michael´s passion is "radical innovation" to solve the world's energy challenges (incl. alternate/future/sustainable) to save our planet earth.

In his current role as "GameChanger", has spotted numerous ideas that can change the game, and is supporting them through the "proof of concept' stage. Has track record second to none of proving ideas/concepts which are now either in the advanced development stage or already being implemented globally, with many inspiring “Rags-to-Riches” stories to tell. Such technologies include drilling systems to replace fraccing, a novel wind energy system that uses large kites, low cost geothermal wells and earth survival technologies. Most are tuly “disruptive” technologies - his favorite!

A Chartered Engineer with 30 years' work experience, covering many industries and over 20 years with Shell internationally in The Netherlands, Aberdeen, Brunei, Malaysia, Houston, China, New Zealand & Oman.

His discipline experience is both deep and broad in wells, facilities/engineering, R&D, technology development and employment, technology strategy & commercialisation incl. deal-making and project management (incl.managing multi-dimensional environments, types of work, disciplines and people of different backgrounds/cultures)

Has mainly been involved at the forefront of technology in the offshore oil industry and future/alternative energies with a string of industry first's & impressive track record, if unmatched, of innovation, development & deployment.

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PARALLEL SESSION SUMMARIES

1.1: SUSTAINABLE BUSINESS MODELS MONDAY 1330 – 1500 FACILITATOR: SABRINA SCHNEIDER RED HALL LEVEL -1

Hahn, Rüdiger: University of Kassel, Germany Spieth, Patrick: EBS University, Germany HYBRID BUSINESS MODELS FOR SUSTAINABILITY: A BUSINESS MODEL DESIGN APPROACH

Hybrid business models pursuing social or ecological goals besides purely economic ones receive ever growing attention in business and academia. Hybrid businesses often employ a distinct focus on innovative approaches and implement novel elements of business model design to reach their multiple goals. Although recent scholarly work has begun to address the important role of design in the entrepreneurship process, relatively little is known about the business model design for hybrid business models. Empirical scholarly research on hybrid businesses in general only recently accelerated and so far still seems to be in its infancy. We aim to fill this gap by means of multiple qualitative case studies. We specifically identify peculiarities of hybrid business models with regards to business model design elements derived from literature. The paper adds to the prevalently vague understanding of the business model design phenomenon by identifying several distinct types of business model design and elements.

Author(s) Hahn, Rüdiger: University of Kassel, Germany Spieth, Patrick: EBS University, Germany

Breuer, Henning: University of Applied Sciences for Media, Communication and Management, Germany NORMATIVE INNOVATION FOR SUSTAINABLE BUSINESS MODELS IN VALUE NETWORKS

While business model innovation has been widely accepted as an innovation category on its own, its problem-solving potential is still unexplored. We argue that business model innovation can be applied beyond single firms, i.e. on the value network level, to find systemic solutions to "wicked" problems. A framework and method for sustainable business model innovation for value networks are proposed: the former building on the concept of normative management, the latter on a "mainstream" business modelling tool. This method was applied and evaluated in a workshop series on regional energy networks in Germany. We review the literature on sustainable business models, provide the theoretical background of normative innovation management, describe the workshops, and reflect on the lessons learned from theory and practice. We conclude that the best starting point for systemic sustainability innovations lies beyond single firms within networks built on shared goals and normative values.

Author(s) Breuer, Henning: University of Applied Sciences for Media, Communication and Management, Germany Lüdeke-Freund, Florian: University of Hamburg, Germany

Maunula, Melina: Lappeenranta University of Technology, Finland TOWARDS SUSTAINABLE BUSINESS MODELS: WOOD INDUSTRY IN SOUTH-EAST FINLAND

This paper offers a well-defined case-example of wood construction and wood product industry in South-East Finland - a region in the verge of transformation to a more sustainable business environment. It describes the starting point and the hurdles of the transformation as well as the drivers of change. The research suggests that in order to survive the companies are going to have to alter their business models. I have used an explicit model to showcase how companies can redefine their product categorisation and use that as a starting point for figuring out the business model and revenue streams. By utilising a SBM 'sustainable business model' categorisation I have discussed ways of capturing the opportunities the upcoming bioeconomy transition offers.

Author(s) Maunula, Melina: Lappeenranta University of Technology, Finland

Patala, Samuli: Lappeenranta University of Technology, Finland ANALYSING BARRIERS TO SUSTAINABLE BUSINESS MODEL INNOVATIONS: INNOVATION SYSTEMS APPROACH

Business model innovations are recognized as a key to the creation of sustainable business, but their adoption by firms has been slow. Organizations can only be sustainable when the whole societal system is sustainable. Both structural and cultural changes are required to facilitate firm- and system-level sustainability. The central idea of this paper is to examine how the societal transition towards sustainable business models can be achieved. Through a qualitative Delphi study, we assess and categorise the key structural and cultural barriers to sustainable business model innovation. By applying innovation system approach, we explain how to overcome existing barriers by strengthening the functions of innovation system. We analyse how these barriers can be overcome through the activities of governments, firms and consumers, and discuss the wider implications of our research for practitioners, policy-makers and researchers.

Author(s) Laukkanen, Minttu: Lappeenranta University of Technology, Finland Patala, Samuli: Lappeenranta University of Technology, Finland

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1.4: ENTREPRENEURSHIP MONDAY 1330 – 1500 FACILITATOR: ALEXANDER BREM BLASKETT HALL LEVEL 2

Sandström, Christian: Chalmers University of Technology, Sweden TECHNOLOGICAL DISCONTINUITIES AND ENTRANT FIRMS AS INSTITUTIONAL ENTREPRENEURS

Why do entrant firms gain the upper hand under conditions of discontinuous technological change? Previous research on this topic has either looked at the role of established competencies and/or firm incentives to invest in a new technology. In this paper we explore an alternative hypothesis. Drawing upon evidence from the ongoing transition from CCTV to digital, IP based video surveillance, we argue that entrant firms may be more prone to act entrepreneurially, i.e. more able to proactively create or transform markets. As new technologies frequently require signficantly different behavior among customers and stakeholders, this capability is sometimes critical in order to succeed in a technological transition. Our contribution therefore lies in pointing out that not only may incentives to allocate R&D resources differ among entrants and incumbents, firms might also have different incentives to engage in entrepreneurial activities of creating or transforming markets.

Author(s) Berglund, Henrik: Chalmers University of Technology, Sweden Sandström, Christian: Chalmers University of Technology, Sweden

Schreiber, Carolin: HHL Leipzig Graduate School of Management, Germany CHALLENGES OF INTEGRATING AN EVALUATION-MODEL FOR SUCCESS WITHIN SOCIAL ENTREPRENEURSHIP

There are a high number of publications available on the field of Social Entrepreneurship, but a widely accepted success evaluation-model for these kinds of firms is still missing. Academia, practitioners, and organizations have proposed several qualitative and quantitative models to provide guidance, such as the SROI, SRS or Balanced Scorecard for Non-Profits. To shed light on which of these models are used in practice and how social businesses are currently dealing with success evaluation, this research is based on ten interviews conducted with four different social businesses. All firms under study were German-based and focused on topics of health, regional development and development in general. Further the research provides answers to reasons for a Social Entrepreneurship-specific model, models currently in use, and chances and hurdles concerning a uniform success evaluation-model.

Author(s) Schreiber, Carolin: HHL Leipzig Graduate School of Management, Germany Velamuri, Vivek K. : HHL Leipzig Graduate School of Management, Germany

Trifilova, Anna: University of Exeter, Business school, United Kingdom WOMEN ENTREPRENEURS AND TYPES OF INNOVATION: RUSSIA AND KAZAKHSTAN

This research studies female entrepreneurship in two neighbouring post-Soviet countries: Russia and Kazakhstan. Employing institutional theory, the research investigates the entrepreneurial environment, particularly government support programmes and the availability of financial resources, with the focus on women entrepreneurs. In doing so, a particular emphasis is put on understanding the type of innovation women are inclined to develop and implement. The central idea of this study is to understand whether women entrepreneurs are good at social, service, or responsible innovation? The study reveals a broad range of managerial information and empirical data on the little-studied topic of the development of female entrepreneurship in contemporary Russia and Kazakhstan focusing on innovation. The research addresses the issue of what particular type of innovation women entrepreneurs in transitional economies selectively Russian and Kazakhstan are engaged with.

Author(s) Trifilova, Anna: University of Exeter, Business school, United Kingdom Iakovleva, Tatiana: Stavanger Centre for Innovation Research, University of Stavanger, Norway Doszhan, Raigul: Al-Farabi State University, Kazakhstan

van der Steege, Madeleine: Synquity, Netherlands von Stamm, Bettina: Innovation Leadership Forum, United Kingdom WOMEN ENTREPRENEURS: SUCCESS TRIGGERS, DILEMMAS AND 'READINESS FOR THE FUTURE'

Encouraging and sustaining economic growth is a key challenge in today's economic climate. Entrepreneurial activity is considered to be a major lever for creating economic growth. While there is evidence that female entrepreneurship can have a dramatic effect on a country's economy there is also evidence that women's participation in entrepreneurship lags behind that of their male counterparts. First studies into this topic have revealed that not only are women less likely to engage in entrepreneurship than men, they also use different strategies and financing. To realise the positive contribution women entrepreneurship can make to economic growth, a better understanding is needed about their different approaches, more specifically we need to understand characteristics of women who do embrace entrepreneurship, supportive contextual factors, and ambitions and aspirations of women entrepreneurs. This article shares first insights from a pilot study of a collaborative, international research study that investigates these issues.

Author(s) van der Steege, Madeleine: Synquity, Netherlands von Stamm, Bettina: Innovation Leadership Forum, United Kingdom

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1.5: TRANSFERRING KNOWLEDGE FOR INNOVATION 1 (SIG) MONDAY 1330 – 1500 FACILITATOR: ALLEN ALEXANDER ACHILL HALL LEVEL 2

Hurmelinna-Laukkanen, Pia: University of Oulu, Oulu Business School, Finland PERFORMANCE EFFECTS OF ABSORPTIVE CAPACITY ADVANTAGE - GENERATING RADICAL INNOVATION In this study, we focus on the relative absorptive capacity advantage between the firm and its competitors, and consider the firm-specific performance implications of this difference, especially with regard creation of radical innovations. Regarding different dimensions of the central factors, we find that perceived potential absorptive capacity advantage of a firm compared to its competitors promotes especially market and business-model radicalness (but not technology radicalness). Realized absorptive capacity advantage does not relate as directly to radical innovations, indicating likely that a gap in this area can have both innovation inhibiting and enhancing effects. Furthermore, we find that isolating appropriability mechanisms protecting the core innovation from excessive imitation and increasing controllability of innovation related knowledge moderate the relationships between absorptive capacity advantage and innovation radicalness, especially considering informal mechanisms.

Author(s) Hurmelinna-Laukkanen, Pia: University of Oulu, Oulu Business School, Finland Ritala, Paavo: Lappeenranta University of Technology, Lappeenranta School of Business, Finland Sainio, Liisa-Maija: Lappeenranta University of Technology, Lappeenranta School of Business, Finland

Peltola, Tero: Tampere university of technology / Industrial management, Finland PERCEIVED REASONS TO HINDER ABSORPTIVE CAPACITY INCREASE We derive through literature review that lack of internal R&D investment, lack of contribution into absorptive capacity (ACAP) nurturing at the initial phase of a project, and lack of adequate training prevent ACAP improvement. We conduct 41 interviews using a case study method on four organizations. Based on the empirical findings, it is revealed that most of practitioners know how ACAP can be improved. But still, they do not offer the important incentives and follow some traditional ways of performing their tasks. We further explore what prevents practitioners from implementing practices towards ACAP improvement. From our empirical findings we identify and analyze perceived reasons that hinder ACAP increase. The implications of the findings are discussed for both practice and research.

Author(s) Peltola, Tero: Tampere university of technology / Industrial management, Finland Samoilenko, Nataliia: University of Jyvaskylä / Department of Computer Science and Information Systems , Finland Nahar, Nazmun: University of Jyvaskylä / Department of Computer Science and Information Systems , Finland

Olander, Heidi: Lappeenranta University of Technology / School of Business, Finland FACETS OF APPROPRIABILITY - KNOWLEDGE PROTECTION MECHANISMS SERVING DIFFERENT PURPOSES Innovations have the potential to create value by generating rents (primary appropriability), or they can be used as background knowledge for further innovations and value creation (generative appropriability). Because these possibilities exist, organizations need to make strategic decisions on knowledge sharing with their partners in collaborative innovation. In best cases, primary and generative appropriability are complementarities rather than alternatives: Knowledge sharing with partners for new innovation could be made safer using formal and informal isolating appropriability mechanisms that improve controllability, thereby preserving rent generation possibilities and simultaneously allowing safe knowledge exchange. We use a quantitative sample of 209 Finnish firms to examine how different formal and informal appropriability mechanisms relate to value capture and creation, and whether these relationships are affected by the strategic goal to reduce imitation of competitors or to improve safe knowledge sharing to partners.

Author(s) Olander, Heidi: Lappeenranta University of Technology / School of Business, Finland Hurmelinna-Laukkanen, Pia: University of Oulu / Business School, Finland Vanhala, Mika: Lappeenranta University of Technology / School of Business, Finland

Hartnett, Margaret: SIVIRRI, Rep. of Ireland CODE BAR - UNLOCKING ACCESS TO UNIVERSITY-GENERATED COMPUTER GAMES IP Progress report on a digital platform and twin-track licensing model developed to unlock access to University repository of new and legacy computer games Intellectual Property (IP) assets for educational/commercial use. The digital creative industries have been identified by a number of governments as a priority area for sustainable economic growth. Code Bar is an innovation that allows digital products to be commercially successful beyond the end of the Dare competition or coursework submission. To be selected for Code Bar, game products must be well designed for player and market; technically robust (i.e. operating consistently and reliably on a single/multiple platforms), and be free from ambiguity around 3rd party IP. We describe various technical, pedagogic and legal challenges in developing the digital platform, licensing model and packaging of computer games products for release through the platform. Model is extendable beyond computer games to other software products.

Author(s) Hartnett, Margaret: SIVIRRI, Rep. of Ireland White, Gregor : University of Abertay Dundee, United Kingdom McMonagle, Liam: Thorntons Law LLP, United Kingdom McNicol, Brian : Haptic Play, United Kingdom

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1.6: INNOVATION FOR SUSTAINABLE AND INCLUSIVE GROWTH MONDAY 1330 – 1500 FACILITATOR: ANTERO KUTVONEN ARAN ROOM LEVEL 1

Alinikula, Petteri: Nokia, Finland GAMING FOR GOOD: A GAME CHANGER FOR CORPORATE SUSTAINABILITY

Sustainability agendas of corporations are facing challenges. In particular, many sustainability activities are difficult to scale, are not self-sustaining, and do not reach the future generations, the youth. Gaming for Good combines the most popular mobile applications, games, with sustainability ingredients. Gaming for Good offers great platform for renewing corporations' sustainability agenda and tackling the key challenges: scaling, self-sustaining, and reaching the youth. Still, no compromises for the gaming experience can be tolerated just because of the good purposes. Modern Mayor is a recently launched free-to-play strategy game that includes innovative sustainability features: environmental education, in-application charity donations and integrated twitter account for bi-directional communication. The start of the game shows promise for making Gaming for Good a permanent part of corporate sustainability.

Author(s) Alinikula, Petteri, Latikka, Juha-Lasse, Paanajärvi, Jussi: Nokia, Finland

Boyer, Charline: Confederation Construction, Belgium Schiltz, Laurent: Confederation Construction, Belgium INNOVATION IN THE IMPLEMENTATION OF A SUSTAINABLE REGIONAL POLICY

Public action plans are usually set up without sufficiently involving stakeholders in the development process. As a consequence, projects finally miss expected performances related to criteria of Effectiveness, Efficiency, Impact, Sustainability and Relevance. In this case study, we present a methodology, called Employment-Environment Alliance, currently tested with building sector in Brussels Region. The objectives are to create employment and to reduce environmental impact by stimulating strategic sectors in their transition towards sustainability. The principles are to promote a collaborative leadership and to accelerate the frequency of evaluation. This methodology also supports public and private actors in sharing a vision and success indicators and improving their perception. The results of three years of implementation of this methodology have already demonstrated better performances related to the five previous criteria than usual public-private partnerships.

Author(s) Boyer, Charline, Schiltz, Laurent : Confederation Construction, Belgium

Beck, Mathias: University of Zurich, Switzerland INPUT ADDITIONALITY AND INNOVATION OUTPUT EFFECTS OF R&D SUBSIDIES

Policy makers have an increasing interest in designing appropriate public R&D policy programs to stimulate national innovativeness and competitiveness. First, this study investigates the effects of public R&D subsidies on firms' R&D investments accounting for the collaboration pattern of the subsidized firms. Second, this representative analysis further puts light on the effectiveness of the publicly induced R&D investment, and examines if the policy-induced investments translate into higher innovation performance, thereby disentangling between radical and incremental innovation. The treatment effects analysis uses firm level data from five waves (1999, 2002, 2005, 2008, and 2011) of the Swiss innovation survey. The findings show that on average the receipt of an R&D subsidy translate into higher firm R&D investments. While the results do not exhibit any additional systemic positive support for collaboration in the presence of a subsidy, and the publicly induced R&D investment mainly foster radical innovation output.

Author(s) Beck, Mathias: University of Zurich, Switzerland Lopes-Bento, Cindy: KU Leuven, Belgium Schenker-Wicki, Andrea: University of Zurich, Switzerland

Som, Oliver: Fraunhofer ISI, Germany SAME SAME BUT DIFFERENT - SPECIFIC BARRIERS TO NON-TECHNICAL INNOVATION

It is widely agreed that non-technical innovation, including organisational and marketing innovation significantly contribute to firms' competitive advantage. Thus, the question arises whether non-technical innovations, comparably to technical innovations, are subject to external barriers resulting in a suboptimal degree of firms' innovation activities. Existing concepts like "market failure" or "systemic barriers" have so far only been applied to R&D-based or technical modes of innovation like product or technical process innovation. Based on 11 qualitative case studies of European manufacturing firms, this paper provides absolutely novel insight that non-technological innovations are affected by external barriers to a comparable extent than technological innovations. Thereby, the paper stimulates the discussion how existing policy instruments needs to be adjusted. Moreover, it helps innovation managers to better understand the importance and specific challenges of non-technological innovation processes within their firms by raising the awareness of typical pitfalls and strategic options to overcome them.

Author(s) Som, Oliver: Fraunhofer ISI, Germany Diekmann, Janis: Fraunhofer ISI, Germany

Seppänen, Marko: Tampere University of Technology, Finland Pellikka, Jarkko: Nokia Corporation, Finland SOURCES OF INNOVATION AND FINANCIAL PERFORMANCE IN PROCESS-TECHNOLOGY FIRMS

Innovations are important for technology firms in several industries in order to enhance their performance and growth. Previous empirical research on the innovation-performance relationship in different industries has found controversial results. This paper examined the information sourcing practices of firm in terms of the development of different types of innovation. In addition, the relationship between different types of innovation and firms' performance was elaborated. Our findings among 106 process-technology companies show that innovation has a positive effect on the company's financial performance. We also found that fostering an innovation orientation has more positive effects on firm performance than creating innovation process outcomes such as patents or innovative products or services. Finally, we discuss on how process innovations may need certain product innovations to happen and how this relates to a firm's performance.

Author(s) Seppänen, Marko: Tampere University of Technology, Finland Pellikka, Jarkko : Nokia Corporation, Finland Littunen, Hannu: University of Eastern Finland, Finland

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1.7: LIVING LABS 1 (SIG) MONDAY 1330 – 1500 FACILITATOR: SEPPO LEMINEN GOLA ROOM LEVEL 1

Tarkus, Astrid: evolaris next level GmbH, Austria CONTEXT-BASED CO-CREATION OF MOBILE APPLICATIONS IN LIVING LABS

Insufficient user acceptance is a major challenge in the development of mobile applications. Previous research indicates that the perceived value of a product can be optimised by applying context-based mobile co-creation in all development phases in a Living Lab, i.e. from idea generation to application of the product in practice. Based on the methodology of Design Science Research, we created a set of comprehensive methods and tools to enable co-creation in a real-world context. In this paper, we describe seven tools supporting mobile context-based co-creation in different development phases, including their prototypical technical realisation and experiences of their practical application. The result is a complete solution for mobile Living Labs with tight tool integration and centralised information management. Living Lab members can take part in product development with the support of mobile tools, including the possibility to actually create product artefacts within in their actual usage context.

Author(s) Tarkus, Astrid: evolaris next level GmbH, Austria Hable, Richard: evolaris next level GmbH, Austria Gerhardter, Gabriele: ÖAMTC, Austria

Vandenbroucke, Karel: iMinds-MICT-University of Ghent, Belgium LIVING LAB APPROACH FOR DEVELOPING MASSMARKET IOT PRODUCTS AND SERVICES

Internet of Things (IoT) has emerged as a central concept in both the industrial as in the academic world. In this context, Living Lab research has been shown as an effective means for the design, implementation, development, testing and validation of Internet of Things system's pervasiveness. However, IoT products are not yet designed based on the needs of a larger, non-technical group of end-users. Therefore, in this paper we describe the AllThingsTalk Living Lab research track in which tangible end-user products are defined to be implemented on an online IoT platform. More specifically, by using both qualitative and quantitative methodologies (i.e., desk research, online survey, probe research and co-creation) and by selecting different types of users (i.e., based on Rogers' adoption profiles) for these interaction moments, we were able to combine the input of these users to define tangible products that meet the needs of a heterogeneous group of end-users.

Author(s) Vandenbroucke, Karel: iMinds-MICT-University of Ghent, Belgium Schuurman, Dimitri: iMinds-MICT-University of Ghent, Belgium

Krawczyk, Piotr: JAMK University of Applied Sciences, Finland TOWARDS MATCHMAKING CAPABILITY WITHIN EUROPEAN NETWORK OF LIVING LABS (ENOLL)

Faced with a dilemma of significant mortality rate among its active members (user-centred open innovation ecosystems) and the newly emerging European Commission funding opportunity of Horizon2020, the network becomes aware of a need for change. The ENoLL-wide ex ante matchmaking survey showed that ~90% of the responding living lab managers would be interested in R&D&I matchmaking initiative. In this paper we present ex post survey results as a part of our action research approach towards matchmaking capability within the European Network of Living Labs. 23 out of ~ 50 ENoLL-wide R&D&I Matchmaking event participants provided feedback on overall matchmaking process efficiency and effectiveness including trust-building, content, moderation, structure/time-flow, premises, coaching before event, partnership formation, amount of information available versus individual willingness to share it, as well as perceived value added, the quality of the service/process and quantity of partnerships formed within specific themes of Horizon 2020.

Author(s) Pallot, Marc: MP CONEX, France Krawczyk, Piotr: JAMK University of Applied Sciences, Finland

Logghe, Sara: iMinds-MICT-Ugent, Belgium AN EXPLORATION OF USER MOTIVATIONS FOR PARTICIPATION IN LIVING LABS

Living Lab research facilitates innovating together with end-users. These end-users are iteratively involved in different stages of the innovation process and by means of different methods. Nevertheless, it is difficult to motivate possible end-users to take part in these research activities. To find out how people can be motivated to keep on participating in this innovation process, it is important to understand current motivational constructs. This triangulated research design consists of a survey filled in by 107 users who participated in different research activities. Second, alpha users were identified within different projects. Finally, 15 identified alpha users were subjected to in-depth interviews. The results show that intrinsic motivations are the main reason to participate in Living Lab projects for both regular and alpha users, but alpha users seem to participate for more personal benefits compared to regular users who also very much value social aspects of Living Lab projects.

Author(s) Logghe, Sara, Schuurman, Dimitri, Baccarne, Bastiaan: iMinds-MICT-Ugent, Belgium Veeckman, Carina, Lievens, Bram: iMinds-SMIT-VUB, Belgium

Georges, Annabel: iMinds-MICT-UGent, Belgium ETHNOGRAPHIC OBSERVATION WITHIN LIVING LABS: A COMPARATIVE CASE STUDY ANALYSIS

Ethnographical observations are an appropriate method to provide profound insights into the use-context of innovations. However, fierce competition forces companies to shorten their NPD processes, which hinders the incorporation of solid observations. Living Labs allow for media innovations to be developed iteratively with different stakeholders in close interaction with the real-world use-context. Different methods are used to involve end-users, however most methods only include self-reporting techniques (e.g. surveys, interviews) while observations dig deeper into the use-context, including unconscious parameters which are otherwise hard to measure or understand. However, within Living Labs, little attention has been dedicated to observations. This paper analyses seven Living Labs in which observations were conducted to get a better understanding of the role of observations within Living Labs. Our findings show that Living Labs mainly approach observations as a data-collection technique, to be combined with other research methods in order to generate different forms of knowledge.

Author(s) Georges, Annabel, Baccarne, Bastiaan, Schuurman, Dimitri: iMinds-MICT-UGent, Belgium

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ACADEMIC RESEARCH DEVELOPMENT SESSION 1 MONDAY 1330 – 1500 FACILITATOR: SEBASTIAN KORTMANN & STEPHAN VON DELFT BOARD ROOM LEVEL 4

Gryszkiewicz, Lidia: CRP Henri Tudor, Luxembourg COLLABORATIVE TRAILBLAZERS: WHAT CAN INNOVATION MANAGEMENT LEARN FROM SOCIAL INNOVATORS? How can currently overlooked collaborative initiatives from the social innovation field inspire and inform scholars and practitioners in the general innovation management domain? In this brief account, we provide an outline for a new academic paper that supplies concise answers to this query. We propose to base our paper on an analysis of the practices of notable 'trailblazers' that exemplify collaborative social innovation as well as on a survey of several relevant literatures. This literature review will allow us to identify what scholars already know (about collaborative social innovation and its relevance for the general innovation management domain) and where the research gaps lie. Finally, we will compare understandings of the process of innovation in the two key areas (social innovation and extant innovation management domains). Our contribution hopes to uncover promising new academic research opportunities while producing practically relevant insights regarding how collaboration can shape and drive innovation. Author(s) Gryszkiewicz, Lidia: CRP Henri Tudor, Luxembourg Toivonen, Tuukka : ICCE, Goldsmiths, United Kingdom

Langer, Sarah: Technische Universität Chemnitz, Germany UNDERSTANDING THE INNOVATION CAPABILITY OF SOCIAL INNOVATION Though omnipresent in current society, social innovations are still an insufficiently researched phenomenon in innovation research. There are only vague ideas on what social innovations actually are, how they evolve and how they work in comparison to classical understandings of innovation management. Building on institutional reflexivity and dialectical theory, this contribution proposes a conceptual framework to investigate the daily management of contradictions as a potential driver of social innovation. Hence, we aim to understand the dynamic of dealing with contradictions by the means of reflexive practices assuming that this dynamic potentially incubates innovation. In a case study of a non-profit organization advancing social innovation, we research innovation capability by reconstructing reflexive practices and their potential to provide space for a reflexive management of contradictions Author(s) Langer, Sarah: Technische Universität Chemnitz, Germany Breßler, Julia: Technische Universität Chemnitz, Germany

Dacko, Scott: Warwick Business School, United Kingdom A BUSINESS MODEL INNOVATION APPROACH TO SUSTAINABLE MARKET ORIENTATION We look beyond the well-trodden question of why firms take a sustainability orientation and instead consider how they do so by investigating the mechanisms that enable and facilitate firms' effective adoption of sustainable market orientation as well as considering the role of innovation in addressing sustainability concerns. We find systematic patterns in the ways that the firms in our sample responded to the challenge of adopting a sustainable market orientation, and specifically the availability, activation and application of two types of important resources evident in innovations: affordances and effectivities. These resources incite business model innovations, which in turn provide the structure facilitating sustainability initiatives. We offer a theoretic model of how these elements relate to the successful adoption of sustainable market orientation and then offer testable propositions about these implications.

Author(s) Garcia, Rosanna: Northeastern University, USA Dacko, Scott: Warwick Business School, United Kingdom Claudy, Marius : University College Dublin, Rep. of Ireland

Sato, Chie: Biztech Inc., Japan NEW EDUCATION OF GRADUATES FOR INDUSTRIAL AND SOCIAL INNOVATION This research studies skills and attributes (S&As) which research graduates require to work widely in society and to stimulate innovation, and related education of these S&As. Our main target is doctoral graduates but master graduates are also considered because research education for them is popular in Japan. Our research has two points as its focus; first one is the graduates' role in a whole process toward innovation, including their role of driving innovation process in addition to the role of idea & research providers; and second one is continuity in the S&As education from university to business in graduate's career path. Just having completed Phase 1, we have so far verified uniqueness and values of our research, and clarified issues to be tackled in Phase 2 which just started. Author(s) Sato, Chie: Biztech Inc., Japan Rokugawa, Shuichi: University of Tokyo, Japan

Del Rio, Pablo: CSIC, Spain ANALYSING THE ROLE OF INTERNATIONAL DRIVERS FOR ECO-INNOVATORS This paper analyses the impact of several "international" drivers on firms developing or adopting eco-innovation, with the help of a bivariate probit model with sample selection and using a database of Spanish innovators. We test how the eco-innovative behaviour of firms is affected by international sources of funding, one international regulation (the European Union Emissions Trading Scheme, EU ETS), customers in foreign markets, cooperation with international institutions and the presence of foreign equity in firms. Our results show that the influence of those international factors on eco-innovators is modest. National sources of funding have a greater impact on eco-innovators than foreign sources of funding. Both the EU ETS and national environmental regulations positively and significantly affects eco-innovators. Selling abroad does not increase the likelihood of being an eco-innovator. Cooperation with both international and national actors positively affects eco-innovation. Finally, firms with foreign equity are not more likely to eco-innovate.

Author(s) Peñasco, Cristina: Institute of Public Policies and Goods (IPP)-CSIC, Spain Del Rio, Pablo : Institute of Public Policies and Goods (IPP)-CSIC, Spain Romero-Jordán, Desiderio : Universidad Rey Juan Carlos, Spain

Seidel, Jan: Leuphana University of Lüneburg, Germany EXPLORING MINDSETS TOWARDS RENEWABLE ENERGY IN DIFFERENT ACADEMIC DISCIPLINES This article investigates attitudes towards and risk perception of renewable energy in different academic disciplines. Based on a study among German students (n=1,140), differences and similarities in the evaluation of renewable energy are analysed and combined with further aspects, e.g. value orientation and policy preferences, in order to obtain a better understanding of the students' mindsets towards renewable energy. The results show that besides a general consensus, differences between specific disciplines exist in terms of general value orientations, the assessment of the economic dimension of renewable energy, policy preferences, and the participants' perceived ability to contribute to the transition process towards a more sustainable energy system (Energiewende). Implications for practitioners and further research are discussed. Author(s) Seidel, Jan: Leuphana University of Lüneburg, Germany

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2.1: MANAGING IT CAPABILITIES FOR INNOVATION AND VALUE MONDAY 1530 – 1700 FACILITATOR: DAVID TREVITT RED HALL LEVEL -1

Kenneally, Jim: Intel Labs Europe, Rep. of Ireland ACCELERATING ELECTRONIC MEDICAL RECORD ADOPTION & INNOVATION WITH TARGETED IT CAPABILITIES

Electronic Medical Record (EMR) adoption can be challenging for many hospitals. To address this challenge - Intel Corporation, HIMSS Analytics USA/Europe and Innovation Value Institute have researched a management approach called Healthcare IT Maturity Model (HIT-MM). This approach better equips a hospital to strategize, implement and run electronic medical record (EMR) and general IT services. It involves the joint tracking of EMR adoption levels and maturity of IT capabilities. This allows a hospital to identify the next step in EMR adoption, together with the necessary IT capabilities to plan, implement and run those EMR services. Results highlight specific IT capabilities are of paramount importance for hospitals to achieve and effectively run higher levels of EMR adoption.

Author(s) Kenneally, Jim: Intel Labs Europe, Rep. of Ireland Curley, Martin: Intel Labs Europe, Intel Corp., Rep. of Ireland Wilson, Ben: Intel Corporation,, Rep. of Ireland Porter, Michael: Innovation Value Institute, Rep. of Ireland Murnane, Sinéad: Innovation Value Institute, Rep. of Ireland McLaughlin, Stephen: Innovation Value Institute, Rep. of Ireland Buddrus, Uwe: HIMSS Analytics Europe, Germany Boutemy-Deniau, Marion: HIMSS Analytics Europe, Germany Hoyt , John : HIMSS, USA

Eckartz, Silja: TNO, Netherlands HOW IT CHAIN COLLABORATION ENABLES DUTCH GOVERNMENT REALIZING INNOVATION

Collaborating in a value chain that delivers services is even more complex and information intensive than the collaboration in a physical goods value chain. Successfully managing the collaboration and underlying information chain is critical for the delivery of the end service. This paper gives insights into the challenges present in the domain of service value chains and their underlying information chains. We focus on collaborations without formal hierarchy where decisions are based on consensus. Following, we introduce an IT management capability framework that can help to overcome these challenges. We validated our framework and deployment approach by applying it in a case study at the Dutch payroll tax return chain. The results show that our framework helps organizations in value chains to identify their collaboration capability maturity resulting in a selection of improvement areas. Our framework can be used as an intervention to come to a higher maturity level.

Author(s) Eckartz, Silja: TNO, Netherlands Spitzer, Bram: TNO, Netherlands Emde, Michel: TNO, Netherlands Stornebrink, Michiel : TNO, Netherlands

Bennington, Lynne: Australian Catholic University, Australia ROLE OF IT, COLLABORATIVE AND MARKET-LINKING CAPABILITIES ON SME PERFORMANCE

This study explored how information technology (IT) capabilities explain variation in firm performance and new product development and how this relationship may be mediated by market-linking and collaborative capabilities. Secondly, it explored the relationship in two different countries - Italy and Australia. Significant relationships between market linking capability, IT capability and collaborative capability were found. These three capabilities were significantly related to three organisational performance measures directly or indirectly, or both. However, the strength and significance of the relationships varied between the two samples. Consistent with a dynamic capabilities perspective that emphasises the complementarities of organisational capabilities, the findings mirror research that suggests that the relationship between IT and firm performance is complex and often mediated by other firm capabilities.

Author(s) Bennington, Lynne: Australian Catholic University, Australia

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2.2: OI & COLLABORATION (SIG): INTERNATIONAL & ONLINE MONDAY 1530 – 1700 FACILITATOR: PIA HURMELINNA-LAUKKANEN GOLD HALL LEVEL -1

Hanebuth, Andrea: Technische Universitaet Bergakademie Freiberg, Germany GLOBAL MINDSET IN INTERNATIONAL VIRTUAL RESEARCH TEAMS - SUCCESS FACTOR?

R&D teams increasingly cross national and organizational borders and are virtual by nature. However, factors that determine the success of international virtual research teams (IVRT) are still in demand. The concept of Global Mindset (GM) including 'intellectual capital', 'psychological capital' and 'social capital' is one key aspect to success in global management and this paper will depict first insights of GM's impact on team outcomes. The findings include data from two perspectives: leader and member. Based on five cases from different sectors, psychological capital which was most developed in all teams seems to be positively linked to trust in IVRTs, but GM is negatively related to commitment and Leader-Member-Exchange (LMX). Data further suggests that some of these outcome measures might have their locus outside the GM concept. Yet, this study provides first indication that GM seems to be a promising concept for managers of international research teams.

Author(s) Hanebuth, Andrea: Technische Universitaet Bergakademie Freiberg, Germany

Eurich, Markus: ETH Zurich, Switzerland VIRTUAL BREEDING ENVIRONMENTS IN THE ICT INDUSTRY: OPPORTUNITIES AND BARRIERS

A Virtual Organization Breeding Environment (VBE) is considered a promising approach to flexibly respond to business opportunities. For such setups information and communication technology (ICT) infrastructure has been identified as an essential facilitator, but the ICT industry itself has rarely been studied in the VBE context. As this industry often takes an important pioneer role in the realization of value creation and business modeling ideas, this study aims to identify viable types of VBE-based collaboration within this industry. Based on 18 expert interviews, two promising types are identified: university-driven and capability-driven ICT VBEs. The main benefits of this setup lie in simplified partner identification and an increased innovation potential while cultural issues and the protection of intellectual property are seen as the main challenges. Finally, implications for the business models of participating organizations are derived and discussed.

Author(s) Eurich, Markus: ETH Zurich, Switzerland Weiblen, Tobias: University of St. Gallen, Switzerland Barve, Kapil: i3 Consulting Pvt Ltd, India Boutellier, Roman: ETH Zurich, Switzerland

Müller, Britta: FOM Hochschule für Oekonomie und Management, Germany MANAGING INTERNATIONAL INNOVATION: HOW TO GOVERN GLOBALLY DISPERSED INNOVATION TEAMS?

To deliver innovative products for global markets that meet local customer demands, multinational companies (MNCs) make use of internationally staffed innovation project teams. These globally dispersed innovation teams require effective governance in order to maximize innovation output and work efficiently across distance. In this paper, we assess the effectiveness of four different governance mechanisms for globally dispersed product innovation teams: organizational, bureaucratic-formalized, output-related and socialization-based governance. We present the results of a study of 120 globally dispersed innovation teams deployed by German-based MNCs. Using a partial-least squares structural equation model, we identify output-related governance as the governance mechanism most strongly associated with knowledge exchange and overall innovation performance based on its strong association with absorptive capacity as a major driver for successful innovation.

Author(s) Müller, Britta: FOM Hochschule für Oekonomie und Management, Germany Ruhwedel, Peter: FOM Hochschule für Oekonomie und Management, Germany

Pallot, Marc: Nottingham University Business School, France EXPLORING AN ONLINE SERENDIPITY SERVICE FOR OPEN INNOVATION

This paper explores the feasibility and suitability of an online serendipity service allowing academic and industrial research organisations as well as individuals to quickly identify potential innovative ideas and collaboration opportunities. This work was carried out in the context of a Matchmaking workshop organised during the 4th Living Labs Summer School held in Manchester by the end of August 2013. It was intended to identify collaboration opportunities among participating Living Labs for collectively answering to the EU Horizon2020 call-for-proposals. The software prototype used for simulating a serendipity service was developed within previous EU research projects. This work addresses the systematisation of quickly identifying collaboration opportunities through the use of connections among Living Labs expertise domains and Horizon2020 research themes in order to efficiently form Open Innovation ecosystems as recommended in the OI2 paradigm.

Author(s) Pallot, Marc: Nottingham University Business School, France Krawczyk, Piotr: JAMK University of Applied Sciences, Finland Holzmann, Thomas: Strascheg Center for Entrepreneurship gGmbH, Germany

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2.3: OI & COLLABORATION (SIG): PLATFORMS & APPROACHES MONDAY 1530 – 1700 FACILITATOR: WIM VANHAVERBEKE GREEN HALL LEVEL -1

Schlage, Fabian: Nokia Solutions and Networks , Germany MANAGING INNOVATION PLATFORM: NOKIA SOLUTIONS AND NETWORKS EXPERIENCE

The main research query is how could a company like Nokia Solutions and Networks make its community work innovatively and share innovative ideas openly keeping the momentum going with fundamental internal and rapid external changes? Our study starts with exploring what is understood by innovation in NSN. Next, the company's innovation process inside organisation was analysed. This study contributes to the existing literature on managing innovation in the open communication context by describing in detail the 'Global Innovation Mall' platform introduced by NSN as a tool to foster open innovation in a global company. In the paper we describe the platform in regard to its development states, technical structure, innovation management, incomes and outcomes, roles and people, results and potential future growth.

Author(s) Schlage, Fabian: Nokia Solutions and Networks , Germany Bessant, John: University of Exeter, United Kingdom Trifilova, Anna: University of Exeter, United Kingdom

Eidam, Sebastian: University of Münster, Germany OPEN INNOVATION APPROACHES IN THE CHEMICAL B2B INDUSTRY

In a survey including 42 companies within the chemical B2B industry, a traditionally process-dominated industry, the dissemination and usage of Open Innovation (OI) approaches are investigated. The paper focusses on the motivation and consequent strategies and tools for implementation of OI. Besides the descriptive summary of the empirical evidence for OI, the success of projects and perceived satisfaction with the chosen approach is studied using qualitative comparative analysis (QCA). The results show a very divergent picture of the chemical B2B industry and its OI approaches, as only 52% of the participants state to use OI. However, the potential to use OI for exploration and exploitation purposes in the chemical B2B industry is also revealed, which is of highest importance for a productive and successful implementation of OI in the chemical B2B industry. Further, the need of high top management support to successful implement an OI approach is shown.

Author(s) Eidam, Sebastian: University of Münster, Germany Brockhaus, Eva: University of Münster, Germany Kehrel, Uwe: University of Münster, Germany

Ehls, Daniel: TUHH, Germany ATTRACTING PARTICIPANTS IN OPEN INNOVATION COMMUNITIES: REVEALING JOINING PREFERENCES

What are attractive conditions for user and distributed innovations? and why do users join one innovation context over another? Open initiatives and communities collapse without members. Growing competition among communities and increasing user diversity including participation of firms lead to a challenge in attracting users. This study analyzes the relationship between joining decisions into open source communities and their governance aspects, specifically license constraints, access rights and sponsorship. I draw on a unique dataset of 1480 choice decisions of members of software and content, and furthermore introduce fun and business communities. My experimental results minimize social bias and reveal openness preferences and trade-offs. I found that access is more important than usage rights and firm involvement is least important. However, even more crucial is the community product and user behavior. My findings solve "non-trivial managerial headaches" and contribute to organizational design, individual behavior, and open collaborative innovation.

Author(s) Ehls, Daniel: TUHH, Germany

Podmetina, Daria: Lappeenranta University of Technology, Finland OPEN INNOVATION CLUSTERS COMPOSITION AND COOPERATION PORTFOLIOS IN RUSSIA

This study addresses the core question of open innovation research "Is being open beneficial for firms?" by analyzing internal and external openness. Cluster analysis has revealed five distinctive openness strategies, noticing that internal openness has higher importance for firms than external. Cluster 4 (High-High) focuses on developing both internal and external openness, while cluster 1 (Low-Low) has below average values for both types of openness. Cluster 3 (Average-High) has somewhat below average internal and above average external openness. Clusters 2 (Average - Low) and 5 (High-Low) demonstrate imbalance in openness with stronger focus towards internal openness. From open innovation perspective, the best synergy effect from being open has been achieved when firms combine high level of internal and external openness (cluster 4). However, companies focusing only on one side openness, either external (cluster 3) or internal (cluster 5) perform better compared to firms with lower degree of openness.

Author(s) Podmetina, Daria: Lappeenranta University of Technology, Finland Volchek, Daria : Aalto University School of Business, Finland Smirnova, Maria: Graduate School of Management, Saint-Petersburg State University, Russia

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2.5: TRANSFERRING KNOWLEDGE FOR INNOVATION 2 (SIG) MONDAY 1530 – 1700 FACILITATOR: ROB DEW ACHILL HALL LEVEL 2

Sbragia, Roberto: USP, Brazil REVERSE TRANSFER OF TECHNOLOGICAL KNOWLEDGE IN BRAZILIAN MULTINATIONALS

The strategic importance of the subsidiaries of multinational companies has increased in recent decades, because of their resources and capabilities, which can actively contribute to value creation and subsequent gain of competitive advantage. This study investigates the determinants relevant to the transfer of technological knowledge from the subsidiary to the headquarter (reverse transfer) in Brazilian multinational companies. To test the assumptions, an electronic survey was conducted with 78 Brazilian multinationals and the method of partial least square structural equation modeling (PSL-SEM) was used for data analysis. We concluded that Brazilian subsidiaries transfer, on average extension, technological knowledge on products. In turn, subsidiaries with greater autonomy and which are more integrated with their network of suppliers and customers, as to the cooperation for the development of technological knowledge, are the ones that most transfer such knowledge.

Author(s) Silveira, Franciane: USP, Brazil Sbragia, Roberto: USP, Brazil Lopez-Vega, Henry: Linköping University, Sweden Tell, Fredrik: Linköping University, Sweden

Mousavi, Seyedesmaeil: VU University Amsterdam, Netherlands KNOWLEDGE CAPABILITIES FOR SUSTAINABLE INNOVATION: A SYSTEMATIC REVIEW

Last decade; there has been an increasingly interest in sustainable innovation, innovation that improves sustainability performance. Given the highly dynamic context of this innovation, it usually requires new skills and competences. Therefore, firms need to build up a new knowledge and need to have a certain knowledge base for fostering sustainable innovation . Thus, the goal of this study is to investigate how knowledge capabilities of firms contribute to integrating sustainability in their innovation. While there are few empirical studies that have peripherally paid attention to knowledge capabilities for sustainable innovation, no systematic review exists focusing on sustainable innovation from a knowledge capability perspective. To achieve this goal we employ the method of systematic review of 74 key journal articles in a time frame between 1987 and 2013. We focus on finding theoretical lenses that has been used by researchers to explicate the role of knowledge capabilities in sustainable innovation.

Author(s) Mousavi, Seyedesmaeil: VU University Amsterdam, Netherlands Bossink, Bart : VU University Amsterdam, Netherlands van Vliet, Mario : VU University Amsterdam, Netherlands

Schnellbaecher, Benedikt: EBS Universität für Wirtschaft und Recht, Germany KNOWLEDGE SEEKING AND OFFERING IN THE INNOVATION PROCESS

Knowledge transfer as a mechanism to leverage the beneficial aspects of knowledge as public good in the innovation process received vast attention in the research community. While many factors why individuals share knowledge are understood, the individuals decision process why individuals seek out new knowledge or offer knowledge to others remain a puzzle. The paper attempts to contribute to the literature by adapting as well as further developing the innovation decision framework by Talke und Heidenreich (2013). Hence, the framework is able to structure the factors influencing knowledge seeking as well as offering, which were identified by the literature. Furthermore the framework is able to provide insights about research gaps in the understanding of behavioral factors influencing the sharing decision.

Author(s) Schnellbaecher, Benedikt: EBS Universität für Wirtschaft und Recht, Germany

Großmann, Anne-Marie: Technische Universität Berlin, Germany NPD KNOWLEDGE TRANSFER VIA STANDARDS AND PATENTS? A CASE STUDY

The innovation literature promotes patenting and standardization strategies as knowledge repositories for innovation management. We aim to understand the use of patents and standards as knowledge transfer instruments within new product development (NPD) processes. Our case study consists of a major German original equipment manufacturer (OEM). We consult documented external and company data as well as eight company experts. Although the theory suggests that standardization, patenting and their interrelation both have a considerable importance for NPD processes this is not implemented in practise. Whereas large resources are devoted to patenting, standardization plays only a minor role. A large overlap with the activity of patenting exists however for employees active in standardization. We recommend that this gap should be closed with an integrated standardization strategy that is tied to the NPD process analogously to the patenting strategy.

Author(s) Filipovic, Ellen: Technische Universität Berlin, Germany Großmann, Anne-Marie: Technische Universität Berlin, Germany

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2.6: INNOVATION FOR SUSTAINABLE AND INCLUSIVE GROWTH 2 MONDAY 1530 – 1700 FACILITATOR: STEPHAN VON DELFT ARAN ROOM LEVEL 1

Schwarzlose, Julia: University of Muenster, Germany AMBIDEXTROUS TEAMS IN INNOVATION MANAGEMENT

Ambidexterity at the organizational level has been the main focus of recent research. A wide range of organizational characteristics have been studied as possible antecedents of ambidexterity. As teams play a crucial role in the innovation process, the concept of ambidexterity needs to be considered as well at the team level. Despite its importance, the understanding of ambidexterity at this level is very limited. Our paper addresses this issue by empirically analyzing the contextual ambidexterity concept at the team level. We focus on the mediation effect of contextual ambidexterity on the relationship between team environmental antecedents and team performance. Our findings indicate that an organizational context (performance management and social support) and psychological safety are associated with the team's ability being ambidextrous. We employ a dataset of 63 innovation teams of a global chemical firm and discuss implications for academia and practitioners.

Author(s) Schwarzlose, Julia: University of Muenster, Germany Leker, Jens: University of Muenster, Germany Kortmann, Sebastian: Amsterdam Business School, Germany

Baiyere, Abayomi: University of Turku, Finland DISRUPTED DISRUPTIONS. LESSONS FROM POTENTIAL DISRUPTIVE INNOVATIONS THAT BARELY DISRUPTED.

Some potentially disruptive innovations (DI) will either not survive long enough or will not sustain their momentum sufficiently to eventually become disruptive. What value can we then extract from these occurrences to better understand how to sustain a potential DI? Conversely how does this phenomenon contribute to our knowledge of dealing with threats of disruptive innovation? This paper advances the concept of disrupted disruptions and reveals the surrounding elements and traits that can make an innovation with a disruptive promise to loose such potential. It also gives us understanding of how an innovation may lose such capacity due to the characteristics of the innovation itself or the responding actions of the industry/company being disrupted. The paper further present four propositions based on which a model was then developed to conceptualize the characteristics and response attributes that characterize disrupted disruptions.

Author(s) Baiyere, Abayomi: University of Turku, Finland

Lillehagen, Frank: Commitment AS, Norway HOLISTIC DESIGN OF EMERGENT NETWORKED ENTERPRISES

Future organizations and companies need to concurrently participate in multiple emerging networked enterprises. Business, innovation, customer delivery, research, training and servicing must be simultaneously performed and managed. Current development approaches and solutions do not meet these needs and challenges, and new business opportunities will be lost. Agile approaches, adaptive methods and emergent platforms supporting human interactions and concurrent solutions design and operations are required. Open collaborative innovation enabled by agile architecture-driven approaches, based on paradigm-shifting concepts, and managed in role-oriented and adaptive work-environments, is presented. These concepts enable continuous alignment of performance parameters, services and properties. Knowledge sharing, competence transfer, and open innovation and learning involving customers, partners and suppliers is enabled. The proposed agile approach to holistic design will enable model-based, architecture-driven solutions, and remove existing interoperability and collaboration barriers. Benefits and positive impacts on approaches, methodologies, solutions, and human values will enhance computing.

Author(s) Lillehagen, Frank: Commitment AS, Norway Helliksen, Louise : EVRY, Norway

Schuster, Gerd: University of Erlangen-Nuremberg, Germany BEYOND THE KNOWLEDGE PRODUCTION FUNCTION: OWNERSHIP ISSUES AND INNOVATION IMPEDIMENTS

Studying ownership issues and impediments to innovation, this article deals with the advancement of the knowledge production function framework in light of the increasing importance of the strategic management of innovation. The study will present results from an analysis of a data set of 15,283 companies provided by the Institute for Employment Research at the German Federal Employment Agency. Among others, results indicate that state owned enterprises less likely perform innovatory activities than companies in the private sector, while the disparity is the highest when it comes to the application of existing products and services and the lowest when it comes to process innovation. Among those firms, which did not carry out product or process innovation due to existing impediments, high investment costs, organizational problems and high economic risks have been the major impediments to innovation.

Author(s) Schuster, Gerd: University of Erlangen-Nuremberg, Germany

Rhisiart, Martin: University of South Wales, United Kingdom KNOWLEDGE INTENSIVE BUSINESS SERVICES FIRMS IN A NON-METROPOLITAN AREA

Research to date on Knowledge Intensive Business Services (KIBS) has addressed a range of aspects, including their characteristics, functions and geographical considerations. Most of the literature focuses on the role of KIBS within metropolitan areas that benefit from knowledge spillovers and the effects of agglomeration. This paper addresses the less-studied role of KIBS within peripheral areas, with reference to a region in Ireland. Through a survey of 103 KIBS suppliers, it explores the role and function of KIBS supplier firms in supporting clients' innovation management needs, and analyses the barriers to the uptake of KIBS. Pricing and a lack of awareness of available services were considered by suppliers to be the main barriers. Although the main client relationship was considered as subcontracting, 20 per cent of firms surveyed reported that the nature of the relationship was one of 'co-development' or co-production.

Author(s) Rhisiart, Martin: University of South Wales, United Kingdom Thomas, Meirion; Henderson, Dylan : CM International, United Kingdom Djebarni, Rami: University of South Wales, United Kingdom

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2.7: LIVING LABS 2 (SIG) MONDAY 1530 – 1700 FACILITATOR: DIMITRI SCHURMAN GOLA ROOM LEVEL 1

Leminen, Seppo: Laurea University of Applied Sciences, Finland THE MULTIPLICITY OF RESEARCH ON INNOVATION THROUGH LIVING LABS

This research distinguishes various research perspectives to innovation through living labs based on a comprehensive literature review. Our study makes a significant contribution to the emerging literature on living labs by identifying eight key research avenues that scholars have taken to date in effort to understand how and why innovation takes place in living labs. Living labs are viewed as i) a system, an ecosystem or a network, ii) a combined approach, iii) an environment with embedded technologies and users, iv) a context and/or methodology, v) a tool for the enhancement and implementation of public and user involvement, vi) a development project for products, services and systems, vii) a business activity or operational mode, viii) an innovation management tool. Moreover, the paper establishes a framework to position the identified research streams. The divergent streams share two assumptions: living labs are real-life environments and users have a crucial role in innovation.

Author(s) Westerlund, Mika: Carleton University, Sprott School of Business, Canada Leminen, Seppo: Laurea University of Applied Sciences, Finland

Robijt, Sarie: iMinds-SMIT VUB, Belgium BARRIERS PRESENT IN LIVING LABS: LESSONS LEARNED. This research provides insights into stumbling blocks when establishing a living lab. We start by shedding light on the phenomenon through a literature review on barriers in innovation management and living lab literature more specifically. Next, we present an exploratory framework with barriers found within four different ICT living labs in Flanders. Combining expert interviews with document analysis of generated outcomes, we identify barriers present in living labs and take a closer look at difficulties that arise when working with diverse stakeholders in the design, execution and delivery phase. By shedding light on these hurdles, we wish to counterbalance the overtly positive viewpoints proclaimed in the current living labs literature. Our insights serve scholars and industrials that wish to anticipate those issues and increase the success of living labs or other open innovation initiatives. More concretely we advise practitioners to carefully consider the living lab partners, goals and thematic focus, and integrate Lean UX or SCRUM principles into living lab project modeling. Author(s) Robijt, Sarie: iMinds-SMIT VUB, Belgium Veeckman, Carina: iMinds-SMIT VUB, Belgium Schuurman, Dimitri: iMinds-MICT UGent, Belgium

Baccarne, Bastiaan: iMinds - MICT - Ghent University, Belgium THE ROLE OF URBAN LIVING LABS IN A SMART CITY

In a rapidly changing socio-technical environment cities are increasingly seen as main drivers for change. Against this backdrop, this paper studies the emerging Urban Living Lab and Smart City concepts from a project based perspective, by assessing a series of five Smart City initiatives within one local city ecosystem. A conceptual and analytical framework is used to analyse the architecture, nature and outcomes of the Smart City Ghent and the role of Urban Living Labs. The results of our analysis highlight the potential for social value creation and urban transition. However, current Smart City initiatives face the challenge of evolving from demonstrators towards real sustainable value. Furthermore, Smart Cities often have a technological deterministic, project-based approach, which forecloses a sustainable, permanent and growing future for the project outcomes. 'City-governed' Urban Living Labs have an interesting potential to overcome some of the identified challenges.

Author(s) Baccarne, Bastiaan: iMinds - MICT - Ghent University, Belgium Schuurman, Dimitri: iMinds - MICT - Ghent University, Belgium Mechant, Peter: iMinds - MICT - Ghent University, Belgium De Marez, Lieven: iMinds - MICT - Ghent University, Belgium

Coorevits, Lynn: iMinds-MICT-UGent, Belgium HYPOTHESIS DRIVEN INNOVATION: LEAN, LIVE AND VALIDATE.

Rapid evolving markets and limited time spans create challenges for small and medium sized companies resulting in a growing interest for Living Labs. The latter strengthen the SME's innovations by allowing an open, multi-disciplinary and -stakeholder approach, where potential end-users are confronted with the innovation in real life settings. Even though the majority of Living Labs face similar objectives, the implementation differs strongly. Therefore this paper will emphasize the organisation process of an SME Living Lab by using a hypothesis driven tool, the 'Validation Board.' The study will show how researchers can use the Validation Board as a way to organise their Living Lab by changing the focus towards the entrepreneur instead of the research purposes. The added value of the Validation Board as a tool to organise and as such structure a Living Lab is evaluated by means of 7 case studies.

Author(s) Coorevits, Lynn: iMinds-MICT-UGent, Belgium Schuurman, Dimitri: iMinds-MICT-UGent, Belgium

Brankaert, Rens: Eindhoven University of Technology, Netherlands IDENTIFYING DIFFERENT LIVING LABS - DEVELOPMENT OF A TYPOLOGY FRAMEWORK

In innovation management the Living Lab method has become a widely accepted and applied innovation instrument. However the method is currently used in many different ways. Due to this high variety in use it has become difficult to understand and adopt as a uniform method. Within this study we aim to gain insight in the different kinds of Living Labs. For this, we have analysed the Living Lab method based on two aspects. First, we looked at the realism of the Living Lab environment. Second, we looked at the kind of stakeholders involved in the Living Lab. These two factors were explored among six Living Labs to provide insight in their approaches and goals. Based on this we propose a preliminary framework to identify the differences between Living Labs. With this we aim to support future Living Lab managers in selecting the best-suited Living Lab setup for their goals.

Author(s) Brankaert, Rens: Eindhoven University of Technology, Netherlands den Ouden, Elke: Eindhoven University of Technology, Netherlands

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ACADEMIC RESEARCH DEVELOPMENT SESSION 2 MONDAY 1530 – 1700 FACILITATOR: EELKO HUIZINGH & UROS SIKIMIC BOARD ROOM LEVEL 4

Labedzka, Joanna: Institutue for Sustainable Technologies - National Research Institute, Poland APPLICATION OF HYBRID FORESIGHT MODEL The main aim of the paper is to present the application of the foresight-based hybrid model in a research institution within the strategic management process. The elaborated model was dedicated for research organisations that not only conduct scientific research, but also develop technological solutions and it is intended for indicating future innovative technologies with the use of expert knowledge and quantitative methods, including artificial intelligence methods. The proposed model consists of complementary algorithms for identification of key variables and priority technologies, and determination of scenarios probability. The paper presents how foresight results were used in the decision making processes in an exemplar R&D organisation i.e. the Institute for Sustainable Technologies - National Research Institute in Radom, Poland (ITeE - PIB). The strategic management in the ITeE - PIB was strengthened by data and information obtained within technology foresight that was carried out with the use of original hybrid foresight model. Author(s) Labedzka, Joanna; Mazurkiewicz, Adam: Institutue for Sustainable Technologies - National Research Institute, Poland

Vishnevskiy, Konstantin: National Research University Higher School of Economics, Russia ROADMAPPING FOR EMERGING TECHNOLOGIES - APPLYING NANOTECHNOLOGY FOR WATER TREATMENT This paper deals with the creation of a new approach of roadmapping for emerging technologies on the example of applying nanotechnology for water treatment. The suggested approach combines revealing both possibilities of production and prospective consumer requirements in relation to innovative outcomes. The integrated roadmap allows revealing and estimating urgent challenges connected with insufficient water provision for citizens, setting goals for organisations working in this sphere and developing special measures to meet these challenges. This concept was used for roadmap development for nanotechnology water purification technologies with special emphasis on water treatment in Russia. The introduced approach is applicable not only for the sphere of emerging technologies but with some adaptation also for forecasting and strategic planning for corporations and government bodies. Author(s) Vishnevskiy, Konstantin; Meissner, Dirk; Karasev, Oleg: National Research University Higher School of Economics, Russia

Hussain, Mohsan: Aston University, United Kingdom A CONCEPTUAL METHOD COMBINING SCENARIO PLANNING AND TECHNOLOGY ROADMAPPING A great number of foresight methodologies exist for anticipating uncertainty and envisioning the future, which are mostly based on exploring at the system or the macro level and then examining the impact on the subject of research such as global uncertainties, an industry, the organization or a technology. However, there are few examples to foresight simultaneously the 'big picture' and the subject of research. This paper presents the development of a conceptual method that mixes Scenario Planning for the development of alternative plausible future states at the macro level and then employs Technology Roadmapping for the strategic development of specific technologies. The conceptual method is proposed to be deployed for organizations which require the understanding of long term macro environments but also desire to develop foresight specific to a given technology. Author(s) Hussain, Mohsan: Aston University, United Kingdom Tapinos, Efstathios: Aston Business School, United Kingdom Knight, Louise : Aston University, United Kingdom

Pakhomova, Liubov: Graduate School of Management SPbU, Russia VARIETY OF INNOVATION STRATEGIES IN INDUSTRIAL COMPANIES The paper focuses on innovation strategies of Russian industrial companies. The approach of morphological analysis and contingency theory has been used as the methodological base. The authors propose an approach to classify company's innovation strategy based on two groups of factors: innovation development and innovation activities realization. The first group includes factors of product newness, technological and marketing innovation and the second one focuses on the structure of innovation activities, international orientation of R&D activities, and R&D partnership. The choice factors include competitive strategy and innovation potential of a company. Given these factors authors make the propositions of company's innovation strategy configurations. R&D managers can use the approach to form the company's portfolio of innovations. Author(s) Kazantsev, Anatoliy: Graduate School of Management SPbU, Russia Pakhomova, Liubov: Graduate School of Management SPbU, Russia

Poteralska, Beata: Institute for Sustainable Technologies - National Research Institute, Poland FORESIGHT IN SMES IN POLISH ECONOMIC CONDITIONS Foresight is an unquestionably effective tool used by research organisations and large companies for systematic investigation into alternative futures. The use of futures research is thought to be crucial for the success of an innovation, or at least it can contribute positively to the quality of an innovation process. However, a limited number of SMEs applying foresight can be indicated. The author presents selected examples of corporate foresight projects executed in different countries with distinction of three groups as follows: foresights conducted by enterprises; foresights for the needs of enterprises and foresights, which are not executed by enterprises, but the enterprises participate in them or are their beneficiaries. Against this background the author gives some thought to the problem whether foresight can be used by SMEs functioning in Polish economic conditions. Author(s) Poteralska, Beata: Institute for Sustainable Technologies - National Research Institute, Poland

Russell, Bill: Exeter University Business School, United Kingdom HOW INCUMBENT FIRMS SENSE AND RESPOND TO DISRUPTIVE INNOVATION SIGNALS Incumbent companies thrive in well established, low change environments. They set up research processes that identify and follow through on incremental change opportunities in the focal business. In the digital era, product lifecycles are shortening, and new technologies lead to significant changes in product and service usage, and in buyer behaviour. Threats to an incumbent's core business typically come from non-core, peripheral environments beyond their usual innovation search focus. The paper explores the tools and routines that incumbents use to explore, or fail to explore, the rapidly expanding periphery of their digital activities to identify innovation triggers and threats. A case study approach is used with six academic publishers operating in the disrupted Higher Education market. The study identifies how culture affects how and where incumbent publishers conduct innovation search beyond the focal business. Author(s) Russell, Bill: Exeter University Business School, United Kingdom

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3.1: BUSINESS MODELS 1 (SIG) TUESDAY 0900 – 1030 FACILITATOR: PATRICK SPIETH RED HALL LEVEL -1

Täuscher, Karl: Fraunhofer MOEZ, Germany UNDERSTANDING THE BASIC FUNCTIONING OF BUSINESS MODELS: A GRAPHICAL APPROACH

New business models can be generated through the combination of generic business model patterns. To our knowledge, however, no approach has classified and analyzed their common logic yet. In this paper, we aim to identify the underlying structure of business model patterns, in particular of those patterns related to revenue generation. First, we develop a causal-loop diagram of the basic revenue model components. The model exposes four key reinforcing loops of business models: Value to customer-loop, customer base-loop, complementary demand-loop, and cost-loop. We discuss the underlying characteristics, key stocks and levers of these loops. Finally, the paper presents a comprehensive overview of patterns that support the four loop types. Additionally, we assign these patterns to the identified building blocks of revenue models: revenue source, revenue mechanism, and pricing mechanism. The resulting matrix allows business model innovators to systematically identify and combine patterns that complement each other.

Author(s) Täuscher, Karl: Fraunhofer MOEZ, Germany Abdelkafi, Nizar: Fraunhofer MOEZ, Germany

Golnam, Arash: EPFL, Switzerland VALUE MAP: AN INNOVATIVE TOOL FOR BUSINESS MODEL INNOVATION

In this paper, we present a modeling framework called "Value Map". Value Map assists in conceptualization, representation and analysis of value creation and capture processes with the objective of innovating a firm's business model. We illustrate the applicability of Value Map by means of case study of value creation and capture processes in an online micro-lending platform called www.kiva.org. Data for the case study were gathered through primary and secondary sources and were structured and presented by Value Map. The resulting representations shed light on the motivations of Kiva customers and potential improvement opportunities in Kiva's business model. To assess the usefulness of Value Map, we conducted an empirical study, in form of three workshops. Overall, the results suggest that Value Map helps business practitioners in understanding and analyzing customer value creation and firm's value capture processes in a business model innovation undertaking.

Author(s) Golnam, Arash: EPFL, Switzerland Moser, Christa: Business School Lausanne, Switzerland Gopal, Aarthi: EPFL, Switzerland Wegmann, Alain: EPFL, Switzerland

Kamprath, Martin: University of Potsdam, Germany "HOW TO PAINT THE CANVAS?": THE BUSINESS MODEL ENVIRONMENT TEMPLATE

This paper reports the outcome of two projects on business model research. We develop the Business Model Environment Template (B-MET) as an environmental analysis tool for business model thinkers to develop, analyse and judge the consistency between a business model and its environment. While this framework construction is conceptual, we use knowledge and experiences from various industry interviews and workshops about hurdles and problems in working with different business model frameworks. The result is a template that supports the interpretation of characteristics and dynamics of a business model context to translate this information into selection criteria or new or modified business models. The B-MET with its wider contextual firm and industry perspective based on several managerial concepts and theories like ecosystems, sustainability, multi-sided markets, industry convergences and individual perception of value. The B-MET should add awareness to the dualism and interdependencies between external conditions and the design of business models.

Author(s) Kamprath, Martin: University of Potsdam, Germany van den Broek, Antonius : University of the Arts London, United Kingdom Eppinger, Elisabeth : University of Potsdam, Germany Halecker, Bastian : University of Potsdam, Germany

Zuluaga, Diego: INNCOMP, Colombia INCLUSIVE BUSINESS MODELS: UNDERSTANDING INNOVATION ROLE

The concept of inclusive business was built on the idea of identifying sustainable business solutions with a socio-economical impact in low-income population. Although innovation is accepted as crucial to develop inclusive business initiatives there is a lack of works that address how innovation is taking place. This paper presents preliminary findings of a research intended to understand how inclusive business models are generating value and how innovation contributes to it. 49 case studies were examined to identify key drivers, benefits and innovation role. Three kinds of drivers prevails: market, business and government. For companies, benefits incudes generating profits, developing new markets and strengthening supply chains. For low-income communities, benefits include meeting basic needs and enabling them to be more productive. The cases show that technological innovation enables companies to deal with the challenges that arise when they are dealing with low-income markets.

Author(s) Zuluaga, Diego: INNCOMP, Colombia Rodriguez, Alix: INNCOMP, Colombia

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3.2: OI & COLLABORATION (SIG): CUSTOMERS TUESDAY 0900 – 1030 FACILITATOR: ERIC VIARDOT GOLD HALL LEVEL -1

Antikainen, Maria: VTT, Finland HOW TO CO-CREATE LOCAL FOOD PRODUCTS AND SERVICES WITH CONSUMERS?

Local food supports local finance, employment, and cultural traditions. Local food producers often have limited resources to invest in R&D and their risk-taking ability is low. Earlier studies indicate that utilising the user's creativity and innovation capability has a lot of potential for new product development and service design. For local food producers social media offers cost-efficient possibilities for involving customers into the product and service development. The aim of the study is to find out how to co-create local food products with consumers. The study is dyadic taking both consumers' and producer's perspectives. The results indicate that consumers are interested in having long-term relationships with producers. They are motivated to participate into the development process because of the possibility to gain better products, possibility to learn and gain new insights. Producers are already using social media, and next logical step would be utilising social media in co-creation process.

Author(s) Antikainen, Maria: VTT, Finland Niemelä, Marketta: VTT, Finland

Gelhard, Carsten: University of Muenster, Germany Kortmann, Sebastian: University of Amsterdam, Netherlands Leker, Jens: University of Muenster, Germany A CONTEMPORARY VIEW ON MARKET ORIENTATION AND CUSTOMER CO-CREATION

We augment the predominating economic view on market orientation by adding a social dimension (strategic emphasis of social values). In this way, we contribute to the current debate on the 'double bottom line' and propose that firms have to consider various demands that go beyond economic needs and also cover more fundamental societal needs. We suggest that the pursuit of a more holistic view on market orientation, comprising responsive market orientation, proactive market orientation, and the strategic emphasis on social values, enables firms to fully tap into the customer`s knowledge via customer co-creation. Here, we additionally analyze the impact of customer co-creation on a firm's innovativeness. Using top-level executive data in India, our structural equation model shows that innovativeness is driven by proactive market orientation, strategic emphasis on social values, and customer co-creation, which, in turn, is supported by responsive market orientation and the strategic emphasis on social values.

Author(s) Gelhard, Carsten: University of Muenster, Germany Kortmann, Sebastian : University of Amsterdam, Netherlands Leker, Jens: University of Muenster, Germany

Mention, Anne-Laure: CRP Henri Tudor, Luxembourg KNOWLEDGE SOURCING FROM CUSTOMERS IN NEW FINANCIAL SERVICE DEVELOPMENT

The involvement of customers for new service developments is an area that receives considerable research attention, yet its exact outcomes and process are found to be ambiguous. Therefore different contexts should be studied to capture the multifaceted nature of service innovations. This research focuses on the results of a survey in an international financial services setting. This survey was distributed among the members of the leading professional association for financial services. The obtained data set was studied by using qualitative comparative analysis (QCA) and descriptive statistics in order to explore customer involvement and facilitate the emergence of research propositions and recommendations in this setting. The company's actual pool of customers influences the composition of its service offer (i.e., core, supplementary services and service delivery). The presence of a specific customer type was found necessary and sufficient for achieving core service innovations within the context of international financial services.

Author(s) De Smet, Dieter: CRP Henri Tudor, Luxembourg Mention, Anne-Laure: CRP Henri Tudor, Luxembourg Torkkeli, Marko: Lappeenranta University of Technology, Finland

Daellenbach, Urs: Victoria University of Wellington, New Zealand BUILDING RELATIONSHIPS AND STIMULATING LEARNING IN OPEN INNOVATION

Despite its popularity in the academic literatures, open innovation (OI) has also received critiques as 'old wine in new bottles' and for the relatively linear sequential model (Trott & Hartmann, 2009). In the practitioner literature, the crowdsourcing variant of OI has attracted similar attention (Brabham, 2009). Drawing on a "problemsourcing" OI case study, we examine the extent to which open innovation is likely to lead to higher levels of organisational learning as well as build longer-term relationships. A key phase in stimulating learning is the problem definition part of problemsourcing, with the initial engagement setting the stage for stronger relationship building. The study demonstrates that different open innovation initiatives could lead to very different outcomes for relationships and learning.

Author(s) Daellenbach, Urs: Victoria University of Wellington, New Zealand Cummings, Stephen: Victoria University of Wellington, New Zealand Davenport, Sally: Victoria University of Wellington, New Zealand

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3.3: OI & COLLABORATION (SIG): TRANSFORMATION & COMPOSITION TUESDAY 0900 – 1030 FACILITATOR: WIM VANHAVERBEKE GREEN HALL LEVEL -1

Lin, Chih-Cheng: University of Southern Denmark, Denmark TRANSFORMATION OF MANUFACTURING FIRMS TO SERVITISATION FIRMS

It is crucial for the manufacturing SMEs to reconsider their business strategy in order to launch the customer-centric solution which is a paradigm shift from a product-oriented to service-oriented. The major challenge to success in transforming the traditional manufacture firms to servicesation firms is its conspicuous absence in the literature. Applying a case study research approach, this study explores the transformation model for manufacturing SMEs to servitisation firms by adopting a network approach, and reveals the relationship changes of diverse ties during the transformation.

Author(s) Lin, Chih-Cheng: University of Southern Denmark, Denmark Ma, Zheng: University of Southern Denmark, Denmark Tanev, Stoyan: University of Southern Denmark, Denmark

Chou, Hsin-Hui: National Cheng Kung University, Taiwan CO-EVOLUTION OF TECHNOLOGY, INTERFIRM NETWORKS AND FIRM CAPABILITIES

This research investigates the co-evolution between technology, interfirm networks and firm capabilities. This investigation departs from the notions that firms cannot evade from interacting with others and that technological advancement results from the collective efforts by interrelated actors. The empirical study is undertaken through a single case study from the optical recording media industry within which significant technological change has taken place for three times. The case, drawing on 60 interviews carried out not merely with the focal actor but also with its interacting counterparts, depicts how the focal actor responds to technological change by the rearrangement of its business relationships that is affected by its interaction history and capabilities. With case findings, theoretical discussion is permitted.

Author(s) Wang, Chih-Yuan: National Sun Yat-Sen University, Taiwan Shih, Tommy Tsung-Ying: Lund University, Sweden Chou, Hsin-Hui: National Cheng Kung University, Taiwan

Meewella, John: University of Oulu, Finland OPENNESS: MANAGING THE TRANSFORMATION IN INTERNET-BASED SMES

The present study explores how SMEs may utilize open innovation in order to bring about strategic transformations in dynamic market-driven industry contexts. Through an empirical case study of an Internet-based, digital 3D modeling service SME, this study focuses on open business models as a way of managing the transformation from closed to open innovation model. Building upon our research and analysis of the case company utilizing open business model over several years, in this paper we present some findings and shed light on the "how" aspect of managing the transformation of Internet-based SMEs towards openness. Thus, our case company portrays openness both through open innovation practices realized as well as through the business model of the firm. The research reveals that openness indeed has been the most central feature in transforming the firm in response to changing market dynamics and boosted the development of the firm.

Author(s) Iivari, Marika: University of Oulu, Finland Meewella, John: University of Oulu, Finland

Minderhoud, Simon: Philips Innovation Services - Industry Consulting, Netherlands BRINGING OPEN INNOVATION TO THE NEXT LEVEL

The presentation highlights good practices of Open Innovation, together with their conditions for success,in a large multinational electronics company obtained in a large scale diagnostic project. From these practices, practical guidelines are derived to bring Open Innovation to the next level. The company´s definition of Open Innovation is geared towards enabling or differentiating innovation and market opportunities for the company through external sources. In daily terms this means 1. getting technology and Intellectual Property to develop products and services faster and better, 2. getting complete products in and radically expanding the market to other geographies using the company´s global market access and supply chains, 3. getting and acting on ideas from customers, suppliers and others, 4. co/creating with customers and suppliers. Or in other words Open Innovation approaches are a critical enabler in achieving meaningful innovation and profitable growth for the company.

Author(s) Minderhoud, Simon: Philips Innovation Services - Industry Consulting, Netherlands

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3.5: TRANSFERRING KNOWLEDGE FOR INNOVATION 3 (SIG) TUESDAY 0900 – 1030 FACILITATOR: YVES BOISSELIER ACHILL HALL LEVEL 2

Matheus, Thomas: NA, United Kingdom A CONFIGURATIONAL VIEW ON AMBIDEXTERITY: UNDERSTANDING AMBIDEXTERITY AND INNOVATION

This study aims to explain why and how exactly aspects of ambidexterity relate to an organisation's ability to innovate. Qualitative research is conducted through semi-structured interviews with innovation experts from an outdoor company that is renowned for its pioneering products. Template analysis is used to develop a holistic configurational view on ambidexterity. It is found that structural ambidexterity positively affects innovation, as it allows for explorative and exploitative activities to be pursued separately and in this way appears to be most beneficial regarding each activity. Furthermore, the findings indicate that aspects of contextual ambidexterity within each structural subunit create alignment and integration between both units and contribute to the effectiveness of the structural solution. Hence, the most significant indication of these findings is that ambidexterity should contain both structural and contextual elements in order to benefit firms in their pursuit of incremental and radical innovations.

Author(s) von Gottberg, Julian: Independent Author, Chile Matheus, Thomas: NA, United Kingdom

Hsieh, Kuo-Nan (Nick): Yuan Ze University, College of Management, Taiwan THE INFLUENCE OF INTER-ORGANIZATIONAL ROUTINE ON NEW SERVICE DEVELOPMENT

This study uses a case study design to investigate the questions of how inter-organizational routine influence the outcome of new service development and what factors influence the adoption of inter-organizational routines associated with development outcome. Empirical evidence was drawn from one e-commerce service (i.e. online shopping with pick-up at store service ) which was developed by Taiwanese convenience store chains. The present study found that standard development procedure and the lack of common knowledge between individuals may increase the frequency with which project meetings for transferring knowledge are used between firms, leading to increased development time. Moreover, the present study also found empirical evidence that the adoption of inter-organizational routines associated with development outcome is determined by the degree of project complexity.

Author(s) Hsieh, Kuo-Nan (Nick): Yuan Ze University, College of Management, Taiwan

Kraemer, Katja: FAU Erlangen-Nuremberg, Germany A CASE ABOUT THE DIFFUSION OF CO-CREATION EXPERTISE IN ORGANIZATIONS

This research explores the diffusion of co-creation expertise at a large German high tech company. The experiences and learnings of a team of innovation managers who in the last two years conducted three co-creation projects in the company build the empirical basis of the research. Hence, this article contributes to the ongoing discussion in innovation literature to enhance the organizational perspective of co-creation research. This research argues that the experiences and learnings of innovation managers who frequently conduct co-creation projects are a valuable resource for organizations. This resource fosters and strengthens the co-creation activities - supposing that innovation managers share their co-creation expertise within their organization. Results focus on the gained co-creation expertise as well as the way how the innovation managers shared their gained co-creation expertise. The paper concludes with managerial implications for organizations that aim to support co-creation activities within their organization and avenues for future research.

Author(s) Kraemer, Katja: FAU Erlangen-Nuremberg, Germany Roth, Angela: FAU Erlangen-Nuremberg, Germany Möslein, Kathrin: Erlangen-Nuremberg, Germany

Kautonen, Mika: University of Tampere, Finland OPEN INNOVATION IN UNIVERSITY-INDUSTRY COLLABORATION: TOWARDS MUTUALLY BENEFITING RELATIONSHIPS?

The open innovation (OI) paradigm has emerged as a response to manage the increased amount of boundary-spanning knowledge flows in and out of the innovation process. However, most of the OI literature focus on business-to-business transactions while research on open innovation activities in public-private partnerships is only about to start a research agenda. Universities are typically seen in the role of suppliers of knowledge without discussing other potential roles and objectives universities may have in OI partnerships, although they may also gain from these relationships as contributions to their educational and research activities.

The goal is to increase understanding of the ways open innovation practices may mutually benefit both the universities and the industry in generating and exploiting new knowledge. This explorative study is based on a survey conducted among the Finnish universities.

Author(s) Kautonen, Mika: University of Tampere, Finland Charles, David: University of Stracthclyde, United Kingdom Kutvonen, Antero: Lappeenranta University of Technology, Finland Lehenkari, Janne: VTT, Finland Muhonen, Reetta: University of Tampere, Finland Tuunainen, Juha: University of Helsinki, Finland

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3.6: SUSTAINABILITY-DRIVEN INNOVATIONS TUESDAY 0900 – 1030 FACILITATOR: BRUNO WOERAN ARAN ROOM LEVEL 1

Salminen, Vesa: Lappeenranta University of Technology, Finland SYNERGY MANAGEMENT IN SUSTAINABLE BUSINESS TRANSITION BY HYBRID INNOVATION

Manufacturing companies that are expanding their offering by creating life cycle services in the customer's facilities are facing continuous business co-evolution. They are expanding their value proposition by concurrently creating new products and co-innovating services. Business model and business structures are in constant transition. It is thus important to master innovation in the customer process over its life cycle. The objective of this article is to introduce a framework for integrated service and product development in life cycle business evolution routing. When change impulses influence on business they are tackled by various types of innovations: business, market and life cycle innovation. Knowledge intensive service innovation needs open semantic infrastructure with master-data structures provided by management architecture. The balance in running business is achieved by synergy management.

Author(s) Salminen, Vesa: Lappeenranta University of Technology, Finland

Garrett-Jones, Sam: University of Wollongong, Australia STRETCH GOALS IN ECO-INNOVATION AND STUDENT ENGAGEMENT WITH BUSINESS SUSTAINABILITY

The environmental 'sustainability transition' presents challenges and opportunities for radical innovation in firms and production systems. Arguing that current measures are too incremental for the 'paradigm shift' required, the paper attempts to define a set of six ambitious 'stretch goals' for innovation in contributing to the solutions of complex problems in business sustainability. Using these stretch goals, we assess reflective comments from final year undergraduate business students for their awareness of the role of 'eco-innovation' in achieving sustainability. We find that, while students show a good understanding of business sustainability, corporate responsibility and innovation aimed at 'eco-efficiency', they undervalue the opportunities for long term, radical and collaborative eco-innovation at the industry sector and system levels. With further development the stretch goals may be useful in other contexts such as surveys of firms.

Author(s) Garrett-Jones, Sam: University of Wollongong, Australia Gibbons, Belinda: University of Wollongong, Australia

von Delft, Stephan: University of Muenster, Germany ON THE ROLE OF CUSTOMER ORIENTATION IN SUSTAINABILITY-DRIVEN INNOVATIONS

Though companies rate sustainability issues as very important, they struggle to turn these thoughts into sustainable actions. Firms find it particular difficult to build the necessary capabilities that enable them to satisfy their customer's needs and compete effectively with sustainability-driven innovations. As a result, firms often overlook, underestimate, or misunderstand customers' expectations on sustainable offerings. This article enriches sustainability literature by considering a stronger orientation towards the customer as the potential link between sustainability thoughts and action. In so doing, we extend prior strategy and innovation literature that emphasizes sustainability as innovation's new frontier, and secondly, contribute to market orientation literature through integrating the concept of sustainability-driven innovations and its underlying challenges and opportunities for companies to create competitive advantage. Our study shows that companies need to build the firm-level resources to proactively as well as responsively discover and satisfy customer's needs to compete effectively in the sustainability-altered landscape.

Author(s) von Delft, Stephan: University of Muenster, Germany Thiel, Christoph: University of Muenster, Germany Leker, Jens: University of Muenster, Germany

von Stamm, Bettina: Innovation Leadership Forum, United Kingdom EMBRACING SUSTAINABILITY-DRIVEN INNOVATION, INSIGHTS FROM SUSIN LAB

Innovation, high on the agenda of commercial, not-for- profit and government organisations alike, is considered to be key for our future. Companies have begun to realise that current business models based on abundance are no longer sustainable. This paper introduces experiences and lessons from case studies shared in the SusIN Lab, an initiative of the University of Exeter. Four events were held between 2012 and 2013, exploring the 3-level NBS model of Innovating for Sustainability in a multi-stakeholder setting: (1) Operational Optimisation, (2) Organisational Transformation, and (3) Systems Building. The SusIN Lab methodology provided an active learning environment, and confirmed that innovating for sustainability generates new forms of value and competitive advantage. Further research is required to understand the dynamics of innovating for sustainability at different levels; help populate and generate a maturity model; and help guide thinking related to large scale system transformation urgently required for a sustainable future.

Author(s) von Stamm, Bettina: Innovation Leadership Forum, United Kingdom Sally, Jeanrenaud: University of Exeter, United Kingdom Ernst (formerly Seebode), Dorothea: Celviva, Germany

Dell, Michael: Ratio Strategy and Innovation Consulting GmbH, Austria REVERSE INNOVATION- A CHANCE FOR SMALL AND MEDIUM EUROPEAN ENTERPRISES?

An increasing number of companies from developing nations build extremely streamlined innovative products, thus combining the need for both cheap AND useful products. Most of these examples show a structured absence of the "over engineered" parts, and focus on satisfying the fundamental technical needs and the basic customer values. Often these solutions are comparable to a minimum viable product (MVP) (Nobel, 2011). This paradigm shift from being former "copy cats" to innovative (engineering) companies, that specialize in cost effective products/services could lead to a reform in the innovation management processes of companies, especially towards the creation of tailor-made, cheaper products in the developed world (Anthony, 2012). The study attempts to find if the process of reverse innovation (RI) can be structured to help SMEs from developed countries and what they require to implement RI into their innovation management processes to generate cost effective and innovative products\services.

Author(s) Sinha, Shalvi: Dalarna University, Sweden Dell, Michael: Ratio Strategy and Innovation Consulting GmbH, Austria

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ACADEMIC RESEARCH DEVELOPMENT SESSION 3 TUESDAY 0900 – 1030 FACILITATOR: JENS LEKER & SEBASTIAN EIDAM BOARD ROOM LEVEL 4

Donnellan, Brian: National University of Ireland Maynooth, Rep. of Ireland SYSTEMATIC ANALYSIS OF DIGITALLY ENABLED SERVICES FOR SUSTAINABLE CONNECTED CITIES

The investigation on the relationships between digital technologies and the city is more and more acknowledged as a research challenge among Information Systems researchers. As part of an Action Design Research project aiming at the development of a Capability Maturity Framework for Sustainable Connected Cities, this research in progress paper presents a systematic analysis of digitally-enabled services in this context. A taxonomy of services that have a potential positive impact on cities' socio-economical and environmental sustainability is proposed. The KJ (Kawakita Jiro) method, which ingrains Grounded Theory's and Affinity Diagrams' principles, was applied to reach this scope. This project is being conducted by a consortium that involves representatives from academia, industry, and from the public authority.

Author(s) Maccani, Giovanni; Donnellan, Brian: National University of Ireland Maynooth, Rep. of Ireland Kenneally, Jim: Intel Corporation, Rep. of Ireland Prendergast, David: Intel Corporation, Rep. of Ireland Helfert, Markus: Dublin City University, Rep. of Ireland

Ashurst, Colin: Newcastle University Business School, United Kingdom BOOSTING IT CAPABILITY INNOVATION BY DEFINING IT ARTEFACTS AS PATTERNS

This paper focuses on boosting the IT Capability of organisations to enable improved innovation and value realisation from the use of IT. the authors are proposing an innovative approach to this capability development. In this developmental paper we explore the potential of 'patterns' as an IT artefact for sharing practice within and between organisations. The application of patterns provide an effective way to identify, capture, codify, share and adopt organisational practices or routines; leading to a more appropriate representation of what people do. They underpin the higher-level competences and capabilities. The paper outlines a planned research project and is seeking guidance on how best to approach the project.

Author(s) Kenneally, Jim: Intel Labs Europe, Rep. of Ireland Ashurst, Colin: Newcastle University Business School, United Kingdom

Radic, Marija: Fraunhofer MOEZ, Germany PRODUCT SERVICE SYSTEMS: WHICH REVENUE MODEL FITS BEST?

In order to differentiate their own offering while at the same time creating more value for the customer, more and more companies are moving away from selling traditional products and services towards selling combinations of material goods and services. These so-called product service systems have received quite some attention in the last decade from practitioners, politics as well as various streams in academia. Yet, many product service providers struggle with successfully implementing such business models. One key issue from a practitioner's standpoint is the question how to generate sustainable revenues. To date, only little research on this topic exists. The objective of this paper is to contribute to the discussion by trying to shed light, first, on the question which types of product service systems exist. In a second step, we derive adequate revenue models for the identified types of product service systems.

Author(s) Radic, Marija: Fraunhofer MOEZ, Germany Liebtrau, Robert: Universität Leipzig, Germany Radic, Dubravko: Universität Leipzig, Germany

Gowanit, Chupun: Technopreneurship and Innovation Management Program, Chulalongkorn University, Thailand Thawesaengskulthai, Natcha: Industrial Engineering Department, Faculty of Engineering, Chulalongkorn University, Thailand THE CRITICAL SUCCESS FACTORS INVOLVING COLLABORATIVE SERVICE INNOVATION

Service activities are procedurally complicated in that they require collaboration with the supporting clusters and supply chain. Prospective service innovation involves some key success factors such as system integration, innovator's role, and project management. Such findings were precipitated from lessons learned from an empirical research on claim motor insurance in Thailand which portrayed an example of service in complex supply chain having 80% of service deliverables dependency on other parties. Hence, this is difficult to gain control of achieving successful innovation in collaborative service. This study accomplishes the back-end of new service development (NSD) established for claim motor insurance in Thailand. From the first cycle of action research, some key success factors that affect collaborative service innovation are summarized. The proposed collaborative framework can be adapted to other service supply chain.

Author(s) Gowanit, Chupun: Technopreneurship and Innovation Management Program, Chulalongkorn University, Thailand Thawesaengskulthai, Natcha: Industrial Engineering Department, Faculty of Engineering, Chulalongkorn University, Thailand

Kurtmollaiev, Seidali: NHH - Norwegian School of Economics, Norway A RECIPE OF SUCCESSFUL SERVICE INNOVATION: WHO IS THE CHEF?

Despite having a long history and a considerable amount of studies, innovation research typically focuses on the firm or organizational unit level. However, humans - those, who constitute organizations and who in fact conduct the innovation process, - are often ignored. In other words, we currently possess more knowledge on what can make than who actually makes the innovation process successful. The problem is especially relevant for the new service development, where innovation processes are less formalized and routinized, and hence more dependent on specific humans than in the new product development. Based on dynamic capabilities view, corporate entrepreneurship and creativity research, this paper examines the research opportunities related to managerial innovation capabilities. Arguing that dynamic capabilities reside exclusively in humans, it develops a conceptual framework for empirical studies of individual capabilities in service innovation.

Author(s) Kurtmollaiev, Seidali: NHH - Norwegian School of Economics, Norway

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4.1: BUSINESS MODELS 2 (SIG) TUESDAY 1100 – 1230 FACILITATOR: DIRK SCHNECKENBERG RED HALL LEVEL -1

Hilbig, Romy: Fraunhofer MOEZ, Germany BUSINESS MODELS OF INTERNATIONALLY OPERATING GERMAN EDUCATIONAL SERVICES

Nowadays, many companies are internationalizing their business. In this research, we focus on German educational services for vocational development/training. Thus, the main research issue is concerned with the business models that enable German Educational Service Providers in the field of management and technical trainings. 12 business models are analyzed based on an exploratory research approach via interviews. The franchising business model turns out to be exceptionally successful. To understand why franchising is so successful, three case studies have been conducted: two with service providers offering management trainings and one technical training provider. The cross-comparison of the case studies confirms the superiority of the franchising business model. In particular, it enables us to identify the factors that make franchising very successful in the field of exporting educational services: strong level of standardization across countries, centralized product development, leading to continuous revenue streams, and easy adaptation of training materials to local conditions.

Author(s) Abdelkafi, Nizar: Fraunhofer MOEZ, Germany Hilbig, Romy: Fraunhofer MOEZ, Germany

Longo, M. Cristina: Dept. of Economics and Business, University of Catania, Italy BUSINESS MODELS FOR LONG-RUN SURVIVAL OF FAST-GROWING TECHNOLOGY-BASED START-UPS

The paper affords the issue of competitiveness of high-tech start-ups and analyzes some dimensions of business model affecting high and fast growth. For innovative start-ups, named "gazelles", flexibility is strategically relevant to reconcile rapid growth with technological innovation dynamics. The success is based on their ability to seize opportunities promptly and respond in real time to variability and unpredictability characterizing the rapid growth. Therefore, the identification of the variables influencing the speed of growth over time, is a critical point for the management to define long-run survival strategies. Starting from an exploratory analysis on the Italian new ventures, we examine the finalists to the "Start-up of the year" Competition 2003-2007, promoted by PNICube. The paper provides an overview of some elements (like entrepreneurial team, sectors, incubators of origin and performance), embedding the potential of growth and gives insights to companies and practitioners about the key drivers in defining business model.

Author(s) Giaccone, Sonia C.: Dept- of Economics and Business, University of Catania, Italy Longo, M. Cristina: Dept. of Economics and Business, University of Catania, Italy

Bidmon, Christina Melanie: Universität Hamburg, Germany THE THREE ROLES OF BUSINESS MODELS FOR SOCIO-TECHNICAL TRANSITIONS

This paper explores the role of business models for socio-technical transitions, i.e. large-scale changes in the way societal functions are fulfilled. In a first conceptual attempt it integrates research on business models and research on transitions. Using the multi-level perspective on socio-technical transitions, we show that business models can impact transitions in their roles as (1) devices to commercialize technological innovation, (2) a dominant business model logic that is part of the current socio-technical regime and (3) niche innovation competing with this dominant business model logic. Our findings theoretically underpin why non-technological innovation, such as business model innovation, has a higher leverage than technological innovation on achieving radical societal shifts. Exploring the role of business models for transitions is of relevance to researchers and practitioners trying to understand the dynamics behind transitions, such as the ones required for a shift towards more sustainable consumption and production.

Author(s) Bidmon, Christina Melanie: Universität Hamburg, Germany Knab, Sebastian: Universität Hamburg, Germany

Lizarralde, Iban: ESTIA, France SOCIALLY RESPONSIBLE REGIONS: LOCALISM BUSINESS MODEL TO ENHANCE ECO-INNOVATION

Sustainable Business Models and eco-innovation processes point toward a balance between a value chain that answers the customer needs and the ecological and social needs. Several authors propose local or regional oriented recommendations, in order to meet this balance and correct the environmental and social negative impact of the globalization. In this paper, we revisit four dimensions of the Business Model from a localism point of view. Value proposition, downstream, upstream and financial dimensions are reassessed in the frame of the Localism Business Model in order to facilitate the conceptualisation of the local or regional vision. To finish, a case study will be introduced based on a SME to illustrate how the Localism Business Model would enhanced eco-innovation.

Author(s) Lizarralde, Iban: ESTIA, France Tyl, Benjamin: APESA, France Bonvoisin, Jeremy: TU Berlin, Germany

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4.2: OI & COLLABORATION (SIG): TECHNOLOGY CO-OPERATION TUESDAY 1100 – 1230 FACILITATOR: PAAVO RITALA GOLD HALL LEVEL -1

Hinkkanen, Juha: Lappeenranta University of Technology, Finland THE WILL TO WIN - ANTECEDENT TO SUCCESSFUL INNOVATION COOPERATION

R&D cooperation has been under extensive academic scrutiny and various different relationships have been proposed and found to exist between cooperation and performance. However until now goal setting has not been addressed by scholars, even though goal setting theory explicitly states that they affect performance. We combine innovation cooperation literature with goal setting theory and study how goals moderate firm performance. Based on empirical data from 206 Russian manufacturing firms we find that goal setting is in a crucial role when it comes to innovation, end market and general firm performance. Based on the results we are able to identify risks, possibilities and ways to manage both of them within the cooperation process. The paper has thus important and novel implications for both researchers and managers.

Author(s) Hinkkanen, Juha: Lappeenranta University of Technology, Finland Smirnova, Maria: Graduate School of Management, St. Petersburg University, Russia Väätänen, Juha: Lappeenranta University of Technology, Finland

Natalicchio, Angelo: Politecnico di Bari, Italy EXPLOITING RADICAL LICENSED TECHNOLOGIES: MODERATING EFFECTS OF SCIENTISTS AND ALLIANCES

Sourcing externally developed technologies by in-licensing patents is an increasingly relevant strategy for innovating firms. In this paper, we investigate the impact of licensed technologies' radicalness on the licensees' subsequent internal technological development. We tested our hypotheses on a sample of 3,809 USPTO patents licensed to 303 biotechnological firms over the period 1980-2012. Results reveal that the radicalness of licensed technologies exert both a positive and negative effect on the capability of firms to further exploit these technologies for developing internal innovative solutions, hence exhibiting an inverted U-shaped effect. Moreover, findings also show that this relationship is negatively moderated by both the recruitment and retention of star scientists and the establishment of upstream strategic alliances.

Author(s) Natalicchio, Angelo: Politecnico di Bari, Italy Messeni Petruzzelli, Antonio: Politecnico di Bari, Italy Garavelli, Achille Claudio: Politecnico di Bari, Italy

vom Stein, Nicole: University of Muenster, Germany TECHNOLOGICAL DISTANCE IN ACADEMIC COLLABORATIONS - EVIDENCE FROM BATTERY RESEARCH

Technological distance is investigated as one important factor within research projects to enhance or prevent successful knowledge transfer for innovation. To get a better understanding of bridging mechanisms of different technological distances, we compare publication-based technological distances with individually perceived ones of collaborators. Differences hint at already bridged or non-bridged technological distances. Further information, given during expert interviews, hint at reasons for different knowledge transfer and recombination mechanisms in different collaborations. We generally find evidence that technological distance can be bridged by reducing other distances such as geographical or social distances. When research activities are really complementary and collaboration partners have a common (technical) language, there is less need of decreasing other distances. Integrating research along the traditional battery value chain needs a lot more social or geographical proximity to really decrease and not just bridge technological distance at least in a practical way.

Author(s) vom Stein, Nicole ; Golembiewski, Birte ; Sick, Nathalie: University of Muenster, Germany

Weber, Christina: SCE University of Applied Sciences Munich, Germany CO-EVOLUTION OF GOALS AND PARTNERSHIPS IN COLLABORATIVE INNOVATION PROCESSES

This paper treats handling uncertainty in goal setting in collaborative innovation. In successive case studies, we investigate unfolding network dynamics in social and technical innovation. From process analysis of sustainable disaster management, we zoom in to beginnings of innovation processes in automotive industries. Finding similar pattern allows insights into initial collaboration dynamics. A switch away from traditional goal targeting seems necessary for effective management of uncertainty. The analysis implicates that in successful mass collaboration (a) ultimate goal setting does not happen before, but becomes a recurring task along the process (b) goal finding rather means to develop a shared vision from the start (c) matchmaking is a decisive process in itself that overlaps partly with collaboration but starts before and probably outside. Co-evolution of goals and partnerships means management has to back out of strict control in mass innovation and process dynamics need careful attention from the beginning.

Author(s) Weber, Christina: SCE University of Applied Sciences Munich, Germany Sailer, Klaus: SCE University of Applied Sciences Munich, Germany Holzmann, Thomas: SCE University of Applied Sciences Munich, Germany Katzy, Bernhard: University of Leiden, Netherlands

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4.3: OI & COLLABORATION (SIG): INTERMEDIARIES & INFORMATION TUESDAY 1100 – 1230 FACILITATOR: ANNE-LAURE MENTION GREEN HALL LEVEL -1

Chiaroni, Davide: Politecnico di Milano, Italy THE ROLE OF KNOWLEDGE BROKERS IN OPEN INNOVATION

A number of works investigate absorptive capacity, i.e. internal processes and organizational routines needed to successfully integrate external knowledge into an Open Innovation firm. Nevertheless, just a few contributions look at Knowledge Brokers as a potential mean for a firm willing to become an Open Innovator. The empirical investigation in the paper confirms that Knowledge Brokers can create absorptive capacity for managing Open Innovation projects by dealing with: (i) an internal generation or an external acquisition of technological knowledge, (ii) a strong recombination and personalisation of the developed/acquired knowledge and (iii) an effective knowledge exchange between various organisations (e.g. universities, governmental research centres, private firms). This holds true in particular when the lack of absorptive capacity is mostly due to the cognitive distance between the domain when the firm usually operates and the domain of the project under development.

Author(s) Chiaroni, Davide: Politecnico di Milano, Italy

Saur-Amaral, Irina: IPAM, Portugal THE IMPORTANCE OF INNOVATION INTERMEDIARIES IN SERVICE INDUSTRY

Innovation intermediaries play a direct and important role in firm´s innovation processes, facilitating the access to external knowledge of other players. They act like agents or brokers in any aspect of the innovation process between two or more parties, providing information, access and funding However, little is known about the role and importance of innovation intermediaries in service industry. World economy is increasingly dominated by service activities and service innovation has direct and indirect effects on economic growth. Based on the analysis of the diverse and recent developments in the literature, this paper provides a conceptual tool for analysing the role of innovation intermediaries within service industry, developing and extending existing theory on services innovation and innovation intermediaries and contributing to a synthesis approach.

Author(s) Dias, Manuela: FEP - UP, Portugal Saur-Amaral, Irina: IPAM, Portugal Brito, Carlos: FEP - UP, Portugal

Tandrup, Thomas: The Technical University of Denmark, Denmark INFORMATION DISSEMINATION AND EXTERNAL COLLABORATIONS IN RADICAL NPD PROJECTS

External Collaboration and Market Information Processing into New Product Development (NPD) processes has long been viewed as the sine qua non of successful product development. However, the research to date has tended to focus on either firms' external collaboration or their market information processing. This paper seeks to clarify the relationship between external collaboration and market information processing capability as it affects NPD project performance. The empirical analysis is based on data collected through a survey of 241 corporate NPD programs in Austria and Denmark. Hierarchical OLS analyses are used to test the relationships. The results indicate that market information processing is beneficial for incremental innovations when innovativeness is not taken into account. Market information processing, however, loses some of its efficacy the more external collaboration is involved.

Author(s) Tandrup, Thomas: The Technical University of Denmark, Denmark Schultz, Carsten : University of Kiel, Germany Salomo, Søren: The Technical University of Denmark, Denmark

Breunig, Karl Joachim: Oslo and Akershus University College, Norway OPEN SERVICE INNOVATION OR SERVICE INNOVATION IN THE OPEN?

This paper explores the strategy-innovation link in open service innovations. The increased attention to the role of the firm's external environment on innovation has important implications for strategy. However, our literature review reveals that the strategy-innovation link is ambiguously treated in extant theory, especially with respect to open- and service innovations. Therefore, we inductively explore innovation practices in five large scale-intensive service firms to establish the link between their strategy and open innovation practices. To our surprise, we find that explicit innovation strategies lack in all five firms. The findings also suggest that the logic of innovation and strategy is hard to integrate in practice for these firms. Based on our empirical exploration we contradict existing research on the role of strategy and open service innovations and detail implications based on our study.

Author(s) Breunig, Karl Joachim: Oslo and Akershus University College, Norway Aas, Tor Helge: Norwegian School of Economics, Norway Hydle, Katja: IRIS, Norway

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4.5: TRANSFERRING KNOWLEDGE FOR INNOVATION 4 (SIG) TUESDAY 1100 – 1230 FACILITATOR: ALLEN ALEXANDER ACHILL HALL LEVEL 2

Sikimic, Uros: Politecnico di Milano, Italy LEARNING THROUGH TECHNOLOGY OUT-LICENSING INTERNATIONALLY: DOES OUT-LICENSING IMPROVE PRODUCT COMMERCIALIZATION?

This paper focuses on underexplored strategic benefits that technology out-licensing internationally enables. We explore the effect of organizational learning resulting from technology out-licensing internationally. Our study analyzes if (whether or not) and in what way (time effect) technology out-licensing abroad leads to superior product commercialization internationally. As organizational learning is intangible by itself, academics commonly approach its analysis by actually following the outcomes of it. The outcomes of organizational learning; viewed through the growth of product sales in foreign markets are in focus. We employ an empirical type of research on a panel data set of companies from Spanish manufacturing sector. Our results show several evidences indicating that companies do learn from out-licensing abroad and that this learning is reflected in higher magnitude of companies' international product sales. Moreover we find that the time lag window between out-licensing and demonstrated learning effect is also relevant.

Author(s) Sikimic, Uros: Politecnico di Milano, Italy Frattini, Federico: Politecnico di Milano, Italy Chiesa, Vittorio: Politecnico di Milano, Italy

Shen, Yung-Chi: National Chiayi University, Taiwan THE PERFORMANCE DRIVERS OF SUCCESSFUL UNIVERSITY TECHNOLOGY TRANSFER

Universities are designated to disseminate innovative knowledge and technologies to enterprises and facilitate the economic growth. The activities of university technology transfer are composed of a multitude of mechanisms, such as technology-oriented start-up, collaboration research, contract research, consulting service, technology licensing, graduate education, advanced training for enterprise staff, exchange of research staff, and other forms of formal or informal information transfer. Take Taiwan's universities as a research base, this study intends to identify the critical drivers affecting the performance of university technology transfer due to the multitudinous outputs of university technology transfer. Fuzzy Delphi method, interpretive structural modeling (ISM), and analytic network process (ANP) are employed sequentially to derive the relative importance of the performance drivers. The human capital and the institutional/culture resources are two most emphasized resources towards the improvement of university technology transfer in Taiwan. Some policy implications are derived based on this results.

Author(s) Shen, Yung-Chi: National Chiayi University, Taiwan

McCarthy, Killian: University of Groningen, Netherlands DIFFERENCES BETWEEN HIGH AND LOW TECH PRODUCT INNOVATION MANAGEMENT

The purpose of this paper is to increase our understanding about both high - and low-tech industries' product innovation management related activities and the specific capabilities of the firms that influence those. This paper addresses these issues by advancing on the study by McCarthy and Kearney (2013) in low-tech industries using Cormican and O'Sullivan's (2004) Best Practice Model, a qualitative framework that consists of five best practice constructs which allow investigation of people, process and technology issues on product innovation management in such firms. Using data from 184 low-tech firms and 112 high-tech firms in the north of the Netherlands, this study finds that results support the general applicability of Cormican and O'Sullivan's (2004) all five models are significant, and all five constructs have a statistically significant impact on the performance of the firm. Results show that high tech firms are more sensitive to specific constructs than the general firm might be.

Author(s) McCarthy, Killian : University of Groningen, Netherlands Kearney, Claudine: University College Dublin, Rep. of Ireland

Rodríguez Miranda, Néstor: UPM, Spain TRENDS IN COMMERCIAL EXPLOITATION OF KNOWLEDGE AND TECHNOLOGY

The commercial exploitation of knowledge and technology is being firmly consolidated in the strategy of public universities by complementing teaching and knowledge generation missions. Behind that it is also the convincement that universities should play a more active role in economic growth. The modernization agenda launched by the EC intended to accelerate this goal by involving all relevant stakeholders. To cover that goal, the UPM has launched an institutional effort to exploit better its commercialisation assets and to increase partnerships with the private sector. This article presents the main elements of the Support Centre for Technology innovation and, specifically, the Innovatech programme created two years ago to help in the commercialization process. Main components and experience are described along with preliminary results. Present efforts and future trends to move it at the international level are also depicted.

Author(s) Leon, Gonzalo: UPM, Spain Rodríguez Miranda, Néstor : UPM, Spain

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4.6: CREATIVITY IN INNOVATION 1 TUESDAY 1100 – 1230 FACILITATOR: MARK VANDAEL ARAN ROOM LEVEL 1

August, Hans-Juergen: Siemens Convergence Creators, Austria CREATIVITY TRAITS AND INNOVATION BELIEFS: IMPLICATIONS FOR COMPANIES AND UNIVERSITIES

In globalized markets characterized by fierce competition innovation cycles have become shorter and shorter. This applies especially to the industry sectors Siemens Convergence Creators is engaged in, viz. telecommunications, media and satellite products and solutions. Thus it is important to understand the basics and dynamics of creativity as a major prerequisite for the development of innovations. Using an already proven and tested questionnaire we have investigated thinking styles and innovation beliefs in four different sample groups: (a) Siemens Convergence Creators innovators, (b) colleagues who are interested in innovations, but have not yet submitted a successful innovation proposal, (c) students of Technology Management at the University of Applied Sciences in Ravensburg-Weingarten and (d) their colleagues of the Business / Management course. The specific differences found are discussed in detail and proposals for improvements in company as well as in university environments are derived.

Author(s) August, Hans-Juergen: Siemens Convergence Creators, Austria Hohl, Eberhard: University of Applied Sciences Ravensburg-Weingarten, Germany Platzek, Bernd: Rauenstein Institute of Management and Technology, Germany

Teplov, Roman: Lappeenranta University of Technology, Finland WHAT IS KNOWN ABOUT TRIZ IN INNOVATION MANAGEMENT?

A toolkit of methods assisting inventive thinking called "Theory of Inventive Problem Solving (TRIZ)" was introduced by Altshuller (1956). TRIZ is nowadays gaining the popularity among practitioners and academy, indicated in steadily growing number of scientific publications. This paper conducts systematic literature review aiming at application of TRIZ in management. Our findings reveal that TRIZ, or some tools of TRIZ, like contradiction analysis and "Ideal final result" concept, are most commonly applied in innovation management particularly in Ideation and Implementation stages. We also acknowledge accompanying methodologies that are used in combination with TRIZ. Except of the benefits of TRIZ tools, results confirmed the problems of methodological complexity, expert-dependency, increased subjectivity, weak integration with IT tools and lack of industry verification cases.

Author(s) Teplov, Roman: Lappeenranta University of Technology, Finland Chechurin, Leonid: Lappeenranta University of Technology, Finland Podmetina, Daria: Lappeenranta University of Technology, Finland

Strazdas, Rolandas: International Business School of Vilnius University, Lithuania INCREASING EFFICIENCY IN COLLECTIVE CREATIVITY

The process of new product development often requires diverse knowledge and skills. The organisations are becoming increasingly ''team'' based. In many cases working in teams and collective creativity skills are becoming more important than job-related knowledge. There are not many studies on how to increase the efficiency in collective creativity. The study presented in the article was conducted in two phases. The first phase of the study was aimed on the identification factors most important for the efficiency of collective creativity. The survey of 38 teams was performed. The second phase of the study is aimed at identification possible solutions/principles on how to increase the efficiency of collective creativity process. The analysis of three existing collective creativity models is conducted. Based on the findings the Simultaneous Collective Creativity (SCC) model was developed. Each step of the model is described in detail in the article.

Author(s) Strazdas, Rolandas: International Business School of Vilnius University, Lithuania Cerneviciute, Jurate: International Business School of Vilnius University, Lithuania

Järvi, Kati: Lappeenranta University of Technology, Finland WHERE DOES CREATIVITY COME FROM?

In this paper, we study individual creativity, the sensemaking process or process of engagement in creative acts, in the game development. We conduct an inductive and exploratory single case study on creativity. We focus on the sensemaking process and cognitive style of an individual; a process which comprises elements of both conscious and unconscious thinking in an interplay. We look at individual creativity as being embedded in and influenced by a variety of different contexts: the team and the organization (the meso level context) and the broader institutional environment (the macro level context), comprised of the industry and the culture. By incorporating the meso and macro level contexts on the examination of individual creativity, we bridge the literature on creativity, cultural and creative industries, and the institutional environment for creativity.

Author(s) Järvi, Kati: Lappeenranta University of Technology, Finland Fiegenbaum, Irina: Lappeenranta University of Technology, Finland

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ACADEMIC RESEARCH DEVELOPMENT SESSION 4 TUESDAY 1100 – 1230 FACILITATOR: URS DAELLENBACH & KYRIAKI PAPAGEORGIOU BOARD ROOM LEVEL 4

Saito, Hiromi: Chiba univ, Japan EFFECT OF COLLABORATIVE RESEARCH WITH ACADEMIA FOCUSED ON PHARMACEUTICAL INDUSTRY We examine how collaborative research with academia affects company performance. Scientific knowledge is essential for innovation in scientific industries-for example, the pharmaceutical industry-and academia provides scientific knowledge by conducting basic research. However, we do not know how scientific knowledge contributes to industrial innovation and hence empirically examine this point. We first consider the data of collaborative research between companies and academia as measurement of absorption of scientific knowledge, although we used joint application data as measurement in our previous studies. Our results show that absorption of scientific knowledge affects the efficiency of patent application but not the approval of new drugs. This indicates that scientific knowledge affects the corporate performance of research, indicated by the efficiency of patent application, but not the creation of new drugs, which requires huge costs for introduction to the market. Author(s) Saito, Hiromi: Chiba univ, Japan Sumikura, Koichi: NISTEP, Japan

Tschimmel, Katja: ESAD, Portugal DESIGN THINKING APPLIED IN THE CONCEPTION OF INNOVATION STRATEGIES The global marketplace requires companies and states to be increasingly competitive, a main reason for the development of innovation strategies. The Technology Roadmap is a visual method, widely adopted in industry and innovation management, to support the development of a future strategic direction of an organisation. Another method, applied increasingly in innovation processes, is Design Thinking. For the last 6 years, Design Thinking has offered to innovation managers new models of a systemised creative process, helping them with a toolkit to accelerate and improve creative processes. In our current research, still in progress, we are merging the Roadmap method with the Design Thinking process and tools to develop a more creative and empathic form of developing a product innovation strategy. In this paper we present the process and result of a workshop, in which we made the first experiments with the new approach, which we call provisionally Roadmap Design Thinking. Author(s) Moreira, Ricardo: FEUP, Portugal Tschimmel, Katja: ESAD, Portugal Xavier, Alexandra: INESC/FEUP, Portugal

Afshar Jahanshahi , Asghar; Zhang, Stephen: Pontifical Catholic University of Chile, Chile & Brem, Alexander: University of Southern Denmark, Denmark PERCEIVED ENVIRONMENTAL UNCERTAINTY AND FIRM INNOVATIVENESS In this study we address a central question in the context of innovation and uncertainty. Why some of firms engage in innovative activities, when they are unable to predict the direction, effect, and consequence of main events and trends changes in their operating environment. At the same time, the other firms' focuses on existing products and services and in somehow avoid experimenting the new ideas and actions? More specifically, whether different types of perceived uncertainties have distinct effect on organization's inclinations to engage in innovative behavior? The present paper develops a theoretical foundation of these questions and emphasizing on the contrasting role of uncertainty in facilitating and preventing the establishment of innovativeness within the firm. Author(s) Afshar Jahanshahi , Asghar and : Pontifical Catholic University of Chile, Chile X. Zhang, Stephen: Pontifical Catholic University of Chile, Chile Brem, Alexander : University of Southern Denmark, Denmark

Kim, Jeeeun: Ajou University, Korea, Republic of PATENT-BASED FORECAST OF TECHNOLOGY CONVERGENCE A new technology opportunity is very important variable for surviving in the competitive market. In that vein, the field of convergence technology has endless possibilities to realize the technology innovation by which technologies will be linked to each other. For dominating the market, accurate forecasting must be preceded by technology development. However, previous studies have been mainly focused on the case study of the current convergence and tried to suggest qualitative implications. Therefore, this research proposes the methodology of forecasting the status of technology convergence using the ANN as the first step to support efficient and successful development of convergence technology. For the purpose, we developed the technology relationship matrix based on the number of citations and performed artificial neural network. This methodology enables both researchers and practitioners in the convergence field to plan their technology development as forecasting the technology combination to occur in the future. Author(s) Kim, Jeeeun : Ajou University, Korea, Republic of Lee, Sungjoo : Ajou University, Korea, Republic of

Mead, Taryn: School of Business, University of Exeter, United Kingdom BIOLOGICALLY-INSPIRED MANAGEMENT INNOVATIONS Biologically-inspired innovation is a growing trend in multiple sectors including design, engineering, architecture and many others. While each discipline is developing its own methodologies and tools to support its development, little attention has been given to the role of biological inspiration in the design of organizations. Dating back to the late 1970s, there have been examples of biological and ecological principles informing management and innovation within firms and academia. While many of these examples utilize biological models to support sustainable development, many do not address it holistically and only focus on the sustainability of the firm. This paper clarifies this distinction and characterizes Biologically-Inspired Management Innovations that are becoming increasingly common to support both corporate innovation and sustainability agendas. Author(s) Mead, Taryn: School of Business, University of Exeter, United Kingdom

Kowalski, Markus: IMA/ZLW & IfU RWTH Aachen University, Germany NEW CHALLENGES IN INNOVATION PROCESS MANAGEMENT - A CRITICISM AND EXPANSION OF UNIDIRECTIONAL INNOVATION PROCESS MODELS Innovation-Process-Models have become an increasingly important issue of research. The main point of criticism on process-models is that innovation-processes are not rigid and phases do not run compulsorily linear, but rather in recursive loops and with disruptions. Therefore, existing unidirectional innovation-process-models need to be modified. The aim of this paper is to develop a cybernetic innovation-process-model, which is based on the famous concepts of Wheelwright/Clark (Innovation-Funnel) and Cooper (Stage-Gate-Process). Suitable measuring-instruments are required to gain the central cognition of cybernetics that viable systems have an invariant structure. This paper sheds light on shortcomings of already existing unidirectional innovation-process-models and as current studies promulgate, such as Vanhaverbeke already 2013 pointed out in his work "Rethinking Open Innovation beyond the Innovation Funnel", it is time for a new step forward by enriching and broadening Open Innovation. A possible next step thus can be the implementation of a cybernetic innovation-process-model. Author(s) Kowalski, Markus; Welter, Florian; Schulte-Cörne, Stella; Jooß, Claudia; Richert, Anja; Jeschke, Sabina: IMA/ZLW & IfU RWTH Aachen University, Germany

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5.1: BUSINESS MODEL CHANGE AND INNOVATION (SIG) TUESDAY 1330 – 1500 FACILITATOR: DIRK SCHNECKENBERG RED HALL LEVEL -1

Schneider, Sabrina: EBS Universität für Wirtschaft und Recht, EBS Business School, Germany Spieth, Patrick: University of Kassel, Germany BUSINESS MODEL INNOVATION: ENTREPRENEURIAL MANAGEMENT OF DYNAMIC CAPABILITIES

Firms engaging in business model innovation are likely to constantly experience environmental turbulence in which remaining strategically flexible is of crucial importance to ensure survival. Drawing on a dynamic capabilities perspective, a framework of hypotheses is established that emphasizes the effects of business model innovation on a firm's managerial capabilities and its operational responsiveness that have been argued to antecede strategic flexibility. Using an experimental research design that is built on a between-subject analysis and embodies decision-scenarios, we show how three distinct types of business model innovation (value offering innovation, value architecture innovation, and revenue model innovation) impact on different dimensions of strategic flexibility (resource flexibility, coordination flexibility, and variety of managerial capabilities). Our findings indicate that remaining strategic flexibility is not an implicit result of business model innovation as we identify different effects of the distinct types of business model innovation on the individual dimensions of strategic flexibility.

Author(s) Schneider, Sabrina: EBS Universität für Wirtschaft und Recht, EBS Business School, Germany Spieth, Patrick: University of Kassel, Germany

Bader, Karoline: Zeppelin University, Germany TOWARDS SERVICE-BASED BUSINESS MODELS IN PRODUCT-CENTRIC FIRMS: A CAPABILITY APPROACH

Changing market situations, new trends and customer needs as well as rising competition require that product-centric firms enhance their service orientation and come up with novel service-based business models. However, since product-centric firms are often unlikely to possess necessary capabilities and resources for service-based business modelling, they habitually need to extend, adapt, reconfigure or even replace their existing capability set and resource base. To gain knowledge about required capabilities and resources for service-based business modelling in product-centric firms, we conducted a multiple case study analysis with nine specifically selected firms. The results reveal that product-centric firms need to develop specific sensing, seizing and reconfiguring capabilities. Only then, service gap identification, service-based business model design and development, and the orchestration of a firm's service-oriented mental model can be realized.

Author(s) Bader, Karoline: Zeppelin University, Germany Enkel, Ellen: Zeppelin University, Germany

Lampela, Hannele: Lappeenranta University of Technology, Finland Taipale-Erävala, Kyllikki: Lappeenranta University of Technology, Finland GROWTH THROUGH SME BUSINESS MODEL INNOVATION AND COMPETENCE CHANGES

As a result of sudden changes in the business environment, SMEs in many industries are facing the need to change their business models radically and seize new business opportunities or fall out of business. The important impact of SMEs in economic growth and job creation is well known, but current knowledge is rather limited on the effects of competences and their transformation that is needed for changing the business models in SMEs. This paper addresses the questions, how SME competence changes and business model innovations enable sustainable growth in sudden changes of the external environment? How do these changes reflect to growth on a larger, regional scale? The findings of a comparative case study are presented to highlight the competence transformation strategies enabling business model innovation and the effects of different institutional environments.

Author(s) Lampela, Hannele: Lappeenranta University of Technology, Finland Taipale-Erävala, Kyllikki: Lappeenranta University of Technology, Finland Heilmann, Pia: Lappeenranta University of Technology, Finland

Mueller, Christiana: Graz University of Technology, Austria BUSINESS MODEL CHANGE CONCEPTS - A LITERATURE REVIEW

Changing a business model has importance for researchers and practitioners alike and is seen as a way to secure the competitive advantage. Due to its significance, different concepts and descriptions of business model change have appeared. This paper reviews these concepts and highlights their characteristics, differences and similarities. For this purpose 53 papers were identified as relevant for the literature review. The identified papers are analyzed according to their focus and objectives of change activities as well as their intensity and frequency of change. We revealed that the concepts overlap and it is thus difficult to clearly define them. Nonetheless, it was possible to highlight the main characteristics of every concept and classify them. The structured description and classification of the different business model change concepts aims to clarify and strengthen literature dedicated to business model change.

Author(s) Mueller, Christiana: Graz University of Technology, Austria

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5.2: OI & COLLABORATION (SIG): COLLABORATION TUESDAY 1330 – 1500 FACILITATOR: ANNA OHRWALL RONNBACK GOLD HALL LEVEL -1

Castilho, Marcelo: PUCPR, Brazil RELATIONSHIP BETWEEN COLLABORATION AND INNOVATIVENESS: A CASE STUDY

Collaboration shapes the culture of an innovative organization and relates to its innovativeness, understood as a set of factors under control of the organization that affect its ability to innovate. In order to verify the relationship between collaboration and innovativeness, a case study was conducted in an organization that has a unique expertise in innovation. The research method was centered on content analysis of interviews with sixteen respondents from three functional areas in three distinct hierarchical levels. The findings reveal that the organization is able to keep people collaborating despite strong disagreement, where the balance between autonomy (Self-reliance) and interdependence (Sharing), supported by close ties and goodwill (Selflessness), among other factors, strengthens its social capital and supports its innovativeness. A theoretical framework of the relationship between collaboration factors and innovativeness dimensions is proposed.

Author(s) Castilho, Marcelo: PUCPR, Brazil Quandt, Carlos: PUCPR, Brazil

Klimas, Patrycja: University of Economics in Katowice, Poland COOPERATION AND ORGANIZATIONAL INNOVATIVENESS WITHIN INNOVATION NETWORKS

Despite the fact that nowadays the greater research attention is paid to innovative processes and driver forces of innovativeness, our understanding about mechanisms of innovativeness considered within cooperative organizations and business networks remains limited. Our study focuses on organizational innovativeness, a more and more popular concept exploited for instance by Wand and Ahmed (2004). We analyze the level of innovativeness and its particular dimensions and explore the potential interdependencies between innovativeness and cooperation within innovation networks. Further, we investigate into the empirical case of the three innovation networks operating within aviation industry. Our findings suggest that the particular dimensions of organizational innovativeness are positively interrelated. Moreover, the empirical evidence indicates that considered dimensions of innovativeness are positively related to cooperation orientation, real cooperation within network, and R&D cooperation, although in case of behavioural as well as strategic innovativeness and R&D cooperation any correlations were identified.

Author(s) Klimas, Patrycja: University of Economics in Katowice, Poland

Moon, Sunwoo: Technical University of Berlin / KIST Europe, Germany ECO-INNOVATION THROUGH INTER-ORGANIZATIONAL COLLABORATION IN THE MANUFACTURING INDUSTRY

The significance of eco-innovation has been increasing in the manufacturing industry. Considerable work has been conducted to identify empirically external and internal drivers of eco-innovation, which include collaboration driver. Collaboration is even more important in eco-innovation than in other innovations because eco-innovation shows complex, systemic, and credence characteristics. Previous studies regarded collaboration as a trigger of eco-innovation by analyzing relations between collaboration and eco-innovation performances. However, this research addresses collaboration not as a driver but a catalyst of implementing eco-innovation. This study investigates the moderating role of collaboration on relationship between drivers and eco-innovation performances in the manufacturing industry. The effects of cooperation on eco-innovation are then compared with that on non-environmental innovations. This research examines differences of the effects by types of collaboration partners. The implications derived will serve as a foundation for developing a collaborative business model for specific manufacturing industries in future research.

Author(s) Kang, Moon Jung: Technical University of Berlin / KIST Europe, Germany Moon, Sunwoo: Technical University of Berlin / KIST Europe, Germany Hwang, Jongwoon: KIST Europe, Germany

Fitzmaurice, Leona: The UAB Institute for Innovation and Entrepreneurship, USA A NEW ACADEMIC INSTITUTE TO PROMOTE INNOVATION AND ENTREPRENEURSHIP

The University of Alabama at Birmingham (UAB) is facilitating the commercialization of state-of-the-art technologies through the efforts of its Institute for Innovation and Entrepreneurship (IIE). This presentation focuses on three of these efforts: 1) developing and commercializing point-of-care diagnostics for bacterial meningitis and using this as a model for other diagnostic targets, 2) developing validated high-volume assays for bacterial vaccine development, creating a service facility, and cooperating with pharmaceutical companies, and 3) creating and funding a center for kidney disease research and the development of diagnostics, prognostics, and therapeutics. This presentation will emphasize the importance of education and communication at all levels as well as the identification of funding sources for early-stage efforts. The IIE is making significant strides in the internal development of novel technologies to reduce the risk for potential licensees and/or increase the likelihood of success for future spin-out companies.

Author(s) Fitzmaurice, Leona: The UAB Institute for Innovation and Entrepreneurship, USA

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5.3: OI & COLLABORATION (SIG) TUESDAY 1330 – 1500 FACILITATOR: DARIA PODMETINA GREEN HALL LEVEL -1

Fiegenbaum, Irina: Lappeenranta University of Technology, Finland TOWARDS OPEN INNOVATION MEASUREMENT SYSTEM - A LITERATURE REVIEW.

Since the beginning of an open innovation era back in 2003, the research of the phenomenon keeps spiking the interest and the publications with the keyword open innovation grow exponentially every year. The multitude of research focused on many details of open innovation, at the same time literature reviews of this research aimed at classifying and structuring this enormous amount of information. Nevertheless, there has been no interest so far in understanding how we should study open innovation to stop going in circles. In order to do so, the analysis of the methods and measures of open innovation to date had to be analysed. This paper represents a structured review of quantitative publications of open innovation and analyses the indicators applied by different researchers in different contexts. By doing so, we contribute to the theory of open innovation and add to the understanding of how it is measured.

Author(s) Podmetina, Daria: Lappeenranta University of Technology, Finland Fiegenbaum, Irina: Lappeenranta University of Technology, Finland Teplov, Roman: Lappeenranta University of Technology, Finland Albats, Ekaterina: Lappeenranta University of Technology, Finland

Yoneyama, Shigemi: Gakushuin University, Japan Edamura, Kazuma: National Institute of Science and Technology Policy, Japan TECHNOLOGICAL AUTARKY AND PRODUCT DEVELOPMENT PERFORMANCE: IMPLICATIONS FOR OPEN INNOVATION

This paper examines the relationship between technological autarky and product development performance as well as the factors affecting the relationship based on firm-level cross section data. Here, technology autarky is defined as the ratio of internally developed technologies among all the technologies used for developing new product. The result of the analysis shows that there is an inverse U-shaped relationship between them, which implies that an appropriate balance of internal and external technologies is important for enhancing product development performance. Besides, the result also demonstrates that the relationship is affected by technology strategies in product development; to what extent firm use new technologies and to what extent firm pays attention to know-how in developing new product. It is discussed in this paper that the findings are expected to advance the recent argument on open innovation by clarifying when and in what condition external technology sourcing can lead to higher performance.

Author(s) Yoneyama, Shigemi: Gakushuin University, Japan Edamura, Kazuma: National Institute of Science and Technology Policy, Japan Furusawa, Yoko: National Institute of Science and Technology Policy, Japan

Kortelainen, Samuli: Lappeenranta University of Technology, Finland MEASUREMENT OF INNOVATION IN ECOSYSTEMS: SYSTEMATIC REVIEW AND FRAMEWORK DEVELOPMENT

In this paper, we conduct a systematic literature review on the previous empirical literature on ecosystems in the fields of business and management. We identify different levels of analysis, different theoretical perspectives, and different methodologies in the prior empirical research on business and in-novation ecosystems. In addition to systematic literature review, we introduce simulation and agent-based modeling as methodological approach to study business ecosystems and to advance the research on business ecosystems fur-ther. Given the current stage of theory development of business ecosystems, we apply the logic of Davis, Eisenhardt and Bingham (2007) and hit the "sweet spot" between theory creation and theory testing with simulation and agent-based modeling. We propose that agent-based modeling can help us to under-stand strategic actions and feedback in and dynamics and evolution of business ecosystems over time. We contribute to the emerging theory on business eco-systems.

Author(s) Kortelainen, Samuli: Lappeenranta University of Technology, Finland Järvi, Kati : Lappeenranta University of Technology, Finland

Abu El-Ella, Nagwan: HHL Leipzig Graduate School of Management; HHL gGmbH, Germany Bessant, John: University of Exeter Business School, United Kingdom RETHINKING THE ROLE OF TRUST IN OPEN INNOVATION

Trust has always been important for innovation. We examine trust mechanisms in innovation within a number of inter- and intra-organizational contexts and outline the challenges posed by open innovation to those mechanisms. The organizational contexts that we have chosen for examination are: supply chain development, clusters and employee involvement. We argue through reviewing the literature and a number of examples that current mechanisms of trust should be adjusted to fit the new innovation environment, and suggest that more emphasis should be placed on the 'trust incubator' role of an intermediary, within a typology of the main roles an intermediary should perform. Our systematic overview provides a rich context for further empirical research and innovation management practice.

Author(s) Abu El-Ella, Nagwan: HHL Leipzig Graduate School of Management; HHL gGmbH, Germany Bessant, John: University of Exeter Business School, United Kingdom Pinkwart, Andreas: HHL Leipzig Graduate School of Management; HHL gGmbH, Germany

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5.4: STRATEGIC INNOVATION TRAINING, TEACHING & COACHING 1 (SIG) TUESDAY 1330 – 1500 FACILITATOR: ANNA TRIFILOVA BLASKETT HALL LEVEL 2

Santonen, Teemu: Laurea University of Applied Sciences, Finland HOW TO MAKE BRAINSTORMING AND IDEA SCREENING LEARNING MORE EFFECTIVE

Brainstorming is commonly taught as a of part innovation courses and various rules have been suggested for gaining better outcomes. Typically brainstorming is executed as an interactive group activity. However, some studies argue that better results in terms of number of generated ideas can be achieved by using individual creativity, so-called nominal group approach. In an educational context individually performed tasks are more easily to assess and they are also immune to the various known problems of student group work. Therefore, this study combines guidelines how experimental brainstorming learning setting should be applied while noting the known pitfalls of brainstorming and student assessment. Second, since idea quantity can also breed quality, we test if the greater number of ideas is leading to a higher idea quality. Experimental learning setting with a student group (N=114) verified that idea quantity is helping only on the later stages of idea screening.

Author(s) Santonen, Teemu: Laurea University of Applied Sciences, Finland

Bysted, Rune: Aarhus University, Denmark DOES KNOWLEDGE ALWAYS BENEFIT THE INNOVATIVE PERFORMANCE OF EMPLOYEES?

This paper analyses the direct and combined effects of education, competence development and work experience on innovative performance at the individual level, and how individual curiosity mediates these relationships. It has been argued that the different knowledge bases are linked in a symbiotic relationship. Regression analysis is performed using a survey of 8,310 full-time employees in Scandinavia. The result first of all shows that curiosity partly mediates the effect of knowledge bases on innovative performance. In addition to this, education and competence development are in particular found to be important for innovative job performance. The result in addition confirms the synergies of possessing different knowledge bases and demonstrates the positive effects of the expertise based intuitions theoretically developed in Salas et al. (2010). The synergy of education and the competence development produce information overload for knowledge-employees, which negatively affects innovative performance.

Author(s) Bysted, Rune: Aarhus University, Denmark

Johnsson, Mikael: Blekinge Institute of Technology, Sweden INNOVATION TEAMS: BEFORE INNOVATION WORK IS BEGUN

This paper focus on innovation teams before innovation work is begun. Reason is that innovation teams are considered to be successful doing such work. However, prior studies show problems concerning innovation-related-knowledge, -knowledge gaps, -information and -awareness why this research aims to understand these aspects, as a newly formed innovation team needs to handle these aspects. Two case studies conducted during 1,5 years show that a newly formed innovation team is in a very complicated situation, where the identified aspects relates not only to the individual members, but also to the team, its context and network within and outside the organization. Practical implications from this research are suggestions of planning-, creating- and starting up new innovation teams, helping management and team members to understand the complexity to allow time to the team to mature, to learn practical innovation work and starting a change towards an (even more) innovative organization.

Author(s) Johnsson, Mikael: Blekinge Institute of Technology, Sweden

Langenberg, Lars: Pumacy Technologies AG, Germany THE VERTUMNUS TOOLSET FOR IMPROVING TRANSFORMATION ABILITY IN INNOVATION NETWORKS

In order to prepare themselves for upcoming risks, trends or opportunities, enterprises need to continuously challenge their organisation and increase their capability for innovation. Quite often, the intended innovation strategy such as open innovation cannot be implemented by small adjustments, but requires significant transformation. It is crucial to determine which amount of transformation and innovation is really required, considering its need, impact and costs.

Our contribution describes a comprehensive toolset to define, implement and monitor transformation in organisations with a strong focus on innovation strategy, thinking in networks and costs/benefit ratio. The toolset includes a streamlined process model (guideline), a business simulation game, qualification modules and a common knowledge management platform. It was developed within the collaborative research project "Vertumnus" and evaluated by its industrial partners, including large enterprises such as Fischer and Marquardt as well as several SMEs. Besides the toolset, first results and lessons learned will be discussed.

Author(s) Langenberg, Lars: Pumacy Technologies AG, Germany Ulrich, David: Pumacy Technologies AG, Germany

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5.5: STRATEGIC FORESIGHT, STRATEGIC AGILITY & FUTURE ORIENTATION 1 (SIG) TUESDAY 1330 – 1500 FACILITATOR: CHRISTOPH KÖLLER ACHILL HALL LEVEL 2

Pinter, Djordje: AIT Austrian Institute of Technology GmbH, Austria MAKING USE OF CORPORATE FORESIGHT LESSONS LEARNT FROM INDUSTRIAL PRACTISE

Corporate foresight activities are increasingly used to meet several strategic challenges mainly in the field of innovation management. On a strategic level, corporate foresight is able to develop, renew or build competitive advantage, by enhancing the innovation capacity and technology management. While many cases and effects of certain methods have been published, little integration exists for theory building. This paper analyses 26 cases, gives an extract of the aims, effects and findings. Further, existing literature is reviewed and knowledge integrated to present theoretical propositions to enhance knowledge, theoretical framing and building. Scenario planning is emphasised as it plays a central role in practice and literature. Our findings affirm the importance of project management and actors like champions for the success of foresight activities. Further, the prevailing proposition regarding participation within foresight processes was refined with regards to process stages.

Author(s) Pinter, Djordje: AIT Austrian Institute of Technology GmbH, Austria Leitner, Karl-Heinz: AIT, Austria

Brandtner, Patrick: University of Applied Sciences Upper Austria, Austria DEALING WITH UNCERTAINTY IN INNOVATION MANAGEMENT

Innovation Management is characterised by great uncertainties, which pose substantial challenges for organisations. In the course of the current paper, a qualitative study was conducted as part of a benchmarking procedure. Thereby a comprehensive overview of many different activities and methods regarding uncertainty handling in innovation management has been identified. The main findings of this paper can be considered as best practices in systematically reducing uncertainty in innovation management by target-oriented application of appropriate methods, tools and techniques. In many cases, the companies apply long-proven and established methods like competition analysis or the lead user approach, product roadmaps or portfolios were more rarely mentioned. Finally, theoretical as well as practical implications of our study are discussed.

Author(s) Brandtner, Patrick: University of Applied Sciences Upper Austria, Austria Gaubinger, Kurt: University of Applied Sciences Upper Austria, Austria Auinger, Andreas: University of Applied Sciences Upper Austria, Austria Helfert, Markus: Dublin City University, Rep. of Ireland Rabl, Michael: University of Applied Sciences Upper Austria, Austria

Jissink, Tymen: Aarhus University, Denmark CORPORATE FORESIGHT: ANTECEDENTS AND CONTRIBUTION TO INNOVATION PERFORMANCE

In this paper we explore the current understanding of corporate foresight as a system for creating understandings of possible futures, factors that drive the need and usage of corporate foresight as well as how corporate foresight can contribute to a firm's innovation performance. Drawing upon still limited research on corporate foresight, we find that 1) there is still little consensus on the concept of corporate foresight, 2) the need for corporate foresight can originate from both internal and external factors, and 3) innovation performance can be positively influenced by a number of factors through corporate foresight. Resulting is a comprehensive theoretical framework incorporating these findings. While research on corporate foresight is still scarce, in particular quantitative research, we call for more quantitative research for which our theoretical model may function as a basis.

Author(s) Jissink, Tymen: Aarhus University, Denmark

Laitinen, Jukka: Laurea University of Applied Sciences, Finland FUTURE SUSTAINABLE INNOVATIONS - A COMPETITIVE ADVANTAGE OR A MUST?

The aim of our paper is to figure out the key actors in the field of sustainable business and to build up their ecosystem in the form of cluster in Western Uusimaa region. The motivation for the project is that Western Uusimaa region and its business structure is in transition: many of the traditional industries do not operate there anymore and new businesses are more than welcome. As a framework, we have used the so called Balanced Triple Helix model which combines the Triple Helix context to the sustainability concept. As a result we introduce the cluster of sustainable business in Western Uusimaa, core competence tree, alternative future scenarios for the cluster of sustainable business in Western Uusimaa and give recommendations for triple helix actors in alternative scenarios.

Author(s) Meristö, Tarja: Laurea University of Applied Sciences, Finland Laitinen, Jukka: Laurea University of Applied Sciences, Finland Ahola, Antti: Laurea University of Applied Sciences, Finland

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5.6: CREATIVITY IN INNOVATION 2 TUESDAY 1330 – 1500 FACILITATOR: RAMON VULLINGS ARAN ROOM LEVEL 1

van Wulfen, Gijs: FORTH Innovation Method, Netherlands CUSTOMER FRICTIONS GENERATE GREAT NEW CONCEPTS

Gijs van Wulfen explains how identifying relevant customer frictions, generates great new concepts for companies and organizations in practice. These valuable insights are based on successful implementations of the FORTH innovation methodology for the front end of innovation in the industry, services and healthcare sector. In the FORTH innovation methodology identifying relevant customer frictions plays a key role. These frictions serve as a great stepping-stone to generate new concepts, which are tested directly among the target groups. This presentation shows HOW the methodology of identifying frictions, generating concepts and testing them, is structured and present the results based on practical cases. Formats, checklists and maps of the FORTH innovation methodology you can download at www.forth-innovation.com.

Author(s) van Wulfen, Gijs: FORTH Innovation Method, Netherlands

Agogué, Marine: Mines ParisTech, France RETHINKING IDEATION: A COGNITIVE APPROACH OF INNOVATION LOCK-INS

Some industries are lacking the proposal of truly original new ideas to renew existing products and/or services, despite repeated efforts from all stakeholders to make innovative and original proposals. These situations, called orphan innovation, lead to revisit the contemporary approaches to the study of obstacles in ideation, as orphan innovation is a paradoxical situation. Conventional financial constraints and institutional level are released, the market demand is strong, niche strategies are possible and bold entrepreneurs abound. And yet, the proposals do not fulfil expectations regarding innovation. We advocate in this paper that cognitive sciences can contribute to making sense of this phenomenon. Based on recent studies in cognitive psychology on idea generation, we propose a model of ideation reasoning, contrasting heuristic-based reasoning and exploration-based reasoning. We then apply this model on a case study, showing how a cognitive model of ideation allows to diagnose orphan innovation and more generally innovation lock-ins.

Author(s) Agogué, Marine: Mines ParisTech, France

Kosonen, Miia: Online Community Specialist, Finland HUMOUR: FUNNY BUT EFFICIENT WAY TO SUPPORT ONLINE INNOVATION ACTIVITIES

Open innovation mechanisms such as user communities and crowdsourcing are gaining increasing attention and social-media tools have become a part of everyday business. To surpass the overall hype characterizing online innovation, we need to understand the micro-level processes of knowledge sharing and creation among users. Indeed, humour is a key element of any human interaction. This study links the literature streams on organizational humour, computer-mediated communication and online innovation, opening up a new perspective for IM scholars and practitioners. The study contributes by identifying four sources and five types of potentially idea-spurring humour online: joking, humanizing, output-centered, conversational, and storytelling. The opportunities for developing online-innovation platforms to better support learning and creativity seem various and many of them yet unrealized. Community hosts and managers may facilitate ideation simply by making it more fun.

Author(s) Kosonen, Miia: Online Community Specialist, Finland

Brem, Alexander: University of Southern Denmark, Denmark PERCEIVED CREATIVITY IN AN INTERNATIONAL CONTEXT: CULTURE, GENDER, PERSONAL CREATIVITY

Based on the influence of personal, cultural and gender differences, this article deals with the perception of creative images in light of their increasing importance for successful advertising campaigns. Based on a literature review of relevant material on advertising creativity with an international perspective, this study presents the results of a survey given to international students and young professionals. Results indicate that culture in general has an influence on the perception of advertising creativity, while cultures with a high level of power distance tend to be negatively correlated. A methodological contribution is made by applying multiple regression analysis combining research about creativity, personality and international culture. Limitations as well as further research suggestions are discussed.

Author(s) Schuster, Gerd: University of Erlangen-Nuremberg, Germany Hammer, Jens: University of Erlangen-Nürnberg, Germany Brem, Alexander: University of Southern Denmark, Denmark

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5.7: INNOVATION MANAGEMENT TUESDAY 1330 – 1500 FACILITATOR: JEFF HOVIS GOLA ROOM LEVEL 1

Winterhalter, Stephan: Institute of Technology Management at the University of St.Gallen , Switzerland RESOURCE-CONSTRAINED INNOVATION: CONCEPTUALIZATION AND IMPLICATIONS FOR MULTINATIONALS

Recent developments show that it is no longer enough to serve high-margin markets with high-tech products but that firms must also be able to serve resource-constrained markets with products that deliver high value at ultra-low costs. Resource-constrained consumers are often found in the lower part of the economic pyramid and do not only exist in emerging but also in developed markets. This article discusses the different types of resource-constrained innovations - cost, good-enough, frugal, and reverse innovation - pinpoints the differences between them and discusses the implications for global innovators. It thus offers strategies for firms how to develop innovation capabilities for resource-constrained markets and provides the conceptual grounds for further systematic research in the area of resource-constrained innovation.

Author(s) Zeschky, Marco : Institute of Technology Management at the University of St.Gallen, Switzerland Winterhalter, Stephan : Institute of Technology Management at the University of St.Gallen , Switzerland Gassmann, Oliver : Institute of Technology Management at the University of St.Gallen, Switzerland

Patricio, Rui: ContinueToGrow, Portugal INNOVATION MANAGEMENT KEY INDUSTRY INSIGHTS

This paper is based on the outcomes of a study (R&D+I International Benchmark) that was conducted between 1 September 2013 and 15 December 2013 and covered the solutions offered by 150 vendors. Therefore, it provides updated and relevant content particularly to industry vendors, SMEs - customer organisations, researchers and policy makers that wish to increase their knowledge and acquire competences related to innovation management practices and projects. Industry vendors as well as SMEs will benefit from this study through the provision of valuable information to manage their expectations and decisions regarding the attractiveness of the market (the current and the emergent one) and the value and characteristics of the leading solutions (including consulting, training services and software). Researchers, policy makers and other facilitators will also benefit from this study through using its findings to improve their methods, testing different scenarios and identifying new research questions.

Author(s) Patricio, Rui: ContinueToGrow, Portugal Peetri, Maie: ContinueToGrow, Estonia

Tervonen, Nina: Lappeenranta University of Technology, Finland AGILE METHODS FOR BOOSTING THE COMMERCIALIZATION OF INNOVATIONS

Transforming new technologies into successfully commercialized innovations is not an easy process for companies. There exist several methods and tools, which provide guidelines on how to enhance the innovation process, but in practical use, these are usually inflexible and formal in structure. This has led to the development of different kinds of agile methods aiming to provide faster and lighter ways to improve the development processes. Even though agile methods have found their way into software development processes, research on other different application areas is still rather limited. The aim of this study is to shed light on how agile methods can increase the effectiveness of the commercialization process of innovations, and help to launch innovations fast and successfully into the market. The study focuses on examining the agile commercialization process of a new technology in different process phases from the business potential identification into the final innovation commercialization plan.

Author(s) Tervonen, Nina: Lappeenranta University of Technology, Finland Hannola, Lea: Lappeenranta University of Technology, Finland Pynnönen, Mikko: Lappeenranta University of Technology, Finland

Paju, Sami: Aalto University, Finland MANAGING UNCERTAINTY IN INNOVATIVE PROJECTS: ALTERNATIVE FOR CAUSAL PROJECT PLANS

Traditional causal project management approaches are ill suited for projects that face high degrees of uncertainty and complexity, such as those where the end goal is to come up with new and innovative solutions. More effectual approaches, on the other hand, are lacking in established tools and methods that would bring rigour and discipline into the project management and execution. In our study we found that different uncertain elements related to a project goal can be identified and estimated at the outset of a project, and changes in the amount of perceived uncertainty in them can be tracked as the project progresses. This forms the basis for an uncertainty-driven project plan, which tells the project team where to focus their efforts - even when the path to the project goal is unknown - and provides an intuitive way to keep track of how the project is proceeding.

Author(s) Paju, Sami: Aalto University, Finland

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ACADEMIC RESEARCH DEVELOPMENT SESSION 5 TUESDAY 1330 – 1500 FACILITATOR: DAVIDE CHIARONI BOARD ROOM LEVEL 4

Salmelin, Bror: European Commission, Belgium CHALLENGE OF OPEN INNOVATION 2.0 FOR HUMAN RESOURCE MANAGEMENT Open Innovation 2.0 is leading to an interesting new approach to HR management challenges for different kinds of organisations in open innovation ecosystems. It cannot be fully relied on the traditional HR framework which is addressing internal assets, and only certain aspects (recruitment) regarding the external ones. In OI2.0 core is the innovation ecosystem and the actions between the different actors, competencies and capabilities level. Human resources with their knowledge, competences and skills represent the most important resource of modern economy. OI2.0 as key driver for companies' competitiveness should be more engaged in modern HR strategic approach. The goal of the research is showing that the positioning of the organiCsations, their flexibility and agility in innovation ecosystems are the keys of their success. Only by capturing external HR competencies to foster the shared goals and value creation, the speed and success needed for modern industrial innovation can be achieved.

Author(s) Istrat, Visnja : Faculty Of Organisational Science, University of Belgrade, Serbia Salmelin, Bror: European Commission, Belgium

Taherizadeh, Amir: Université du Québec à Montréal, Canada INVESTIGATING COORDINATION MECHANISMS OF BORROMEAN TRINITY OF OSS DEVELOPMENT This research aims to develop an inductive theory of the open source software (OSS) innovation process by focusing on the question of "how do OSS firms, communities and their clients organize their shared R&D process from a Borromean Trinity Perspective?" Based on industry data collected on the three actor groups (firm, community, and client) through participant observation and interview methods, "leadership and coordination", "expertise", and "reputation" emerge as three major themes. We further develop propositions which relate to the functioning and sustainability of the Borromean Trinity of OSS development based on these themes. Lastly, we propose that OSS innovation process tends to encompass mainly triadic relationships (firm-community-client) as opposed to dyadic relationships (firm-community) which has been more under spotlight so far. Implications for theory are further discussed.

Author(s) Taherizadeh, Amir: Université du Québec à Montréal, Canada Banik, Marc: Université du Québec à Montréal, Canada

Breßler, Julia: TU Chemnitz, Germany ENCOURAGEMENT OF OPEN INNOVATION 2.0 BY MEANS OF REFLEXIVITY With the aim of revealing key elements for the institutionalization of Open Innovation, the introduction of a web 2.0 social network platform designed for universities intends to increase knowledge transfer exchanges and interdisciplinary cooperations and serves as the practical basis for an academic project. As we understand the acquisition of capital as a potential basis for future interaction, the use of the categorization of the types of capital provides for the systematization and orientation of the varying needs of entrepreneurs in different phases of the academic spin-off process. We propose that not all disciplines reflect a uniform pattern of capital acquisition, therefore identifying a need to empirically measure the types of capital proprietary to various research disciplines and their distribution.

Author(s) Stephens, Joseph: TU Chemnitz, Germany Breßler, Julia: TU Chemnitz, Germany

Roszkowska-Śliż, Maria: Warsaw School of Economics, Poland EXPLORING CSR-DRIVEN OPEN INNOVATION: POLISH PERSPECTIVE This paper shows how different types of open innovation can facilitate the achievement of certain corporate social responsibility goals. It outlines the findings of a case study conducted on eight Polish CSR leaders. Firstly, the research reveals that open innovation naturally corresponds with the responsible management model and that the relation between those two concepts is bidirectional. The case study shows that all four open innovation models: - addressed sourcing; - dispersed sourcing; - closed partnerships and - open partnerships can be applied in CSR. Closed partnerships formed between organisations have been identified as the most common among examined companies. Secondly, the paper identifies numerous obstacles in the implementation of particular open innovation models and provides possible solutions to some of them.

Author(s) Roszkowska-Śliż, Maria: Warsaw School of Economics, Poland

Chasanidou, Dimitra: SINTEF ICT, Norway INTRODUCING OPEN SERVICE INNOVATION PLATFORMS: A CASE STUDY This paper presents the results from a qualitative study that examines managers' perspectives on open innovation platform (OIP) selection, focusing on their main criteria, requirements and needs. Six managers of a large company were interviewed about their experiences. This paper shows that platform selection is a combination of factors, and the creation of a company culture around OIP is very important in users' minds. Based on the results, we propose a list of selection criteria and dimensions for OIP classification. Our findings showed that criteria include ease of access, ease of innovation process, ease of integration and compatibility, as well as cost, fast, secure, differentiation for various user groups and the method of evaluating ideas. These results can be useful to support managers in their decision-making processes when selecting OIPs, in addition to helping platform designers and researchers.

Author(s) Chasanidou, Dimitra: SINTEF ICT, Norway Karahasanović , Amela: SINTEF ICT, Norway Lüders, Marika: SINTEF ICT, Norway

Zhang, Stephen: Pontificia Universidad Catolica de Chile, Chile Pertuzé, Julio: Pontificia Universidad Catolica de Chile, Chile HOW EXPLORATION AND EXPLOITATION AFFECT ROUTINE ASSEMBLY IN INNOVATIVE STARTUPS The assembly of routines is subject to managerial discretion, and such management discretion can be affected by a fundamental tension in strategy -exploration and exploitation. Through exploratory case studies of knowledge intensive startups, we identify the influence of exploration, exploitation and their balance through punctuated equilibrium and ambidexterity on the assembly of routines. The influence is examined through a process perspective longitudinally in the context of starting new technological ventures. This study contributes to the understanding of the assembly of routines at a micro-level. We identified the evolution of the use of exploration, exploitation, punctuated equilibrium and ambidexterity along the stage of the venturing. In punctuated equilibrium, the speed of switching is found to be a factor positively influencing the assembly of routines.

Author(s) Zhang, Stephen ; Carrasco , José Antonio ; Pertuzé, Julio: Pontificia Universidad Catolica de Chile, Chile

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6.1: BUSINESS MODEL INNOVATION AND CORPORATE ENTREPRENEURSHIP TUESDAY 1530 – 1700 FACILITATOR: PATRICK SPIETH RED HALL LEVEL -1

Heil, Sebastian: Zeppelin University, Germany BUSINESS PLATFORMS AND SERVICE-ORIENTED BUSINESS MODEL INNOVATION IN TRADITIONAL INDUSTRIES

Many firms out of 'traditional' industries find themselves moving toward business models based on integrated service offerings and need innovative ways to interact and leverage complementary competences and resources with other firms. Network architectures are thereby increasingly arranged around platforms, with value offered to customers through collaborative innovation with complementary actors. We explore how focal firms can form network architectures for service-oriented business model innovation and how they can systematically identify new business opportunities to build up and sustain larger network architectures. Our case study analyses include 12 focal firms from various industries. We increase the understanding of the development of service-oriented business models by elaborating on firms' underlying platform elements, presenting a heuristic classification of focal network roles, and identifying the relevant technological and market triggers. Furthermore, we show sensing capabilities necessary to develop larger network architectures and provide a promising mean to managers regarding service-oriented business model innovation.

Author(s) Heil, Sebastian: Zeppelin University, Germany Enkel, Ellen: Zeppelin University, Germany

Schmidt, Jochen: EBS Universität für Wirtschaft und Recht, Germany INVESTIGATING ORGANIZATIONAL ANTECEDENTS OF EFFECTUAL CORPORATE ENTREPRENEURSHIP

Existing management support, granted work discretion, receivable rewards and available time for innovation form the organizational preparedness for corporate entrepreneurship (OPCE). Those factors have previously been linked to corporate innovation success. However, direct behavioral consequences are to date incompletely understood. Hence, this study intends to clarify corresponding behavioral intentions during idea exploitation. Reasoning from a legitimacy perspective, we hypothesize that managers who face high levels of OPCE tend to follow an effectual rather than a causal entrepreneurial approach. By analyzing 522 experimental observations of randomly assigned white-collar employees in Germany, our basic analysis reveals that perceived management support and work discretion positively impact the overall intention to apply effectuation. Moreover, our further analysis explores effects on the level of the sub-constructs. Remarkably, elements of a pro-entrepreneurial organization drive the tendency to apply effectual rather than causal principles. Thus, these main effects indicate that an OPCE might indeed induce effectuation.

Author(s) Schmidt, Jochen: EBS Universität für Wirtschaft und Recht, Germany Heidenreich, Sven: EBS Universität für Wirtschaft und Recht, Germany

Velamuri, Vivek K: HHL Leipzig Graduate School of Management, Germany PIVOTS IN STARTUPS: FACTORS INFLUENCING BUSINESS MODEL INNOVATION IN STARTUPS

Pivoting, i.e. business model innovation in startups is a crucial topic for young firms, since the probability that startups create a first business model that immediately works without any errors in an environment of high uncertainty is often low. Although it is easier for startups to implement a new business model because of their agility; they often have just one shot to pivot due to limited financial resources. By applying an exploratory multiple case study approach, six factors that influence the pivoting process in startups were identified. These are: (1) role of founders, (2) sustainability of the BM, (3) cash and financing, (4) market conditions, (5) business financials, and (6) new technology. Further the impact of these key factors on the pivoting process of the firms under study is discussed. In total, our study emphasizes the importance of the identified triggers and influencing factors for a successful pivot.

Author(s) Comberg, Christian ; Seith, Friedemann ; German, Andrew ; Velamuri, Vivek K: HHL Leipzig Graduate School of Management, Germany

Smulders, Oscar: Minase, Netherlands BUSINESS MODEL INNOVATION AS A PREREQUISITE FOR SOCIAL INNOVATION

The tendency in modern business environments toward open innovation models (free exchange of information, collaboration and co creation) is in many cases hampered by discussion about intellectual property rights. Especially in the early stages (idea generation, conceptualization) of innovation projects, companies are afraid to be too open (give their insights away for free). SME's especially are reticent to share their ideas with multinational companies due to the unbalance in power. These reluctant attitudes are counterproductive for successful open innovation. This paper is part of a research initiative of Tilburg University towards innovative contract design. A three step approach has been defined by the participants in the study. Firstly, a literature study is conducted by the law department of Tilburg University. This study will investigate the various types of contract design and focuses on the differences between transactional contract design (law based and / or IPR based) and relational contract design (norm based or open innovation). Workshops with participation from academics and practitioners define the essential mechanisms for contract design in open innovation environments. Practitioners from various branches are invited to identify the different aspects that occur. Living lab environments are set up per industry (process industry, life science, high tech, health sector) and practitioners apply the findings of the workshops in their own environment.

Author(s) Smulders, Oscar: Minase, Netherlands

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6.2: OI & COLLABORATION (SIG): SYSTEMS TUESDAY 1530 – 1700 FACILITATOR: KATI JÄRVI GOLD HALL LEVEL -1

Van Lancker, Jonas: ILVO, Belgium THE ORGANIZATIONAL INNOVATION SYSTEM: INNOVATION RATIONALE AND FRAMEWORK FOR ANALYSIS

The development of radical innovations requires a multi-dimensional, collaborative and iterative innovation process. Both the innovation system and complementary open innovation perspective approach innovation in this holistic manner, but lack the hands-on models that can provide an innovation rationale for innovation managers. In this paper we develop the organizational innovation system (OIS), a thus far neglected micro innovation system level, to provide such a rationale within the innovation system approach. Furthermore, by identifying and developing functions and system failure groups, a framework for analysis of OISs is formulated, which can provide insights to adjust ongoing innovation projects or formulate innovation management recommendation. These insights and recommendations contribute not only to the innovation performance of the innovating organization, but also benefit the higher system levels of which the OIS is a part.

Author(s) Van Lancker, Jonas: ILVO, Belgium Mondelaers, Koen: ILVO, Belgium Van Huylenbroeck , Guido: Ghent University, Belgium

Buse, Stephan: Hamburg University of Technology, Germany GLOBAL INNOVATION MANAGEMENT STRATEGIES OF GERMAN HIDDEN CHAMPIONS

Aim of this study is to analyse product-related innovation strategies of German Hidden Champions (globally leading, mid-sized companies) in the BRIC countries, especially in the fast growing and still unsaturated markets of China and India. With the help of an empirical survey we discover that the BRIC markets are perceived to be of high and growing strategic importance. An overwhelming majority of the surveyed firms market their global, adapted, or exclusively developed products in those countries. The survey reveals that companies very often target high-end, premium segments with global products developed at the headquarters. With such a strong focus on affluent customers Hidden Champions run the risk of ignoring very large customers groups that seek affordable excellence in products ("frugal innovation").

Author(s) Buse, Stephan: Hamburg University of Technology, Germany Tiwari, Rajnish: Hamburg University of Technology, Germany

Albats, Ekaterina: Lappeenranta University of Technology, Finland BUILDING A NATIONAL INNOVATION SYSTEM - SUPPORTING MECHANISMS IN RUSSIA

The concept of National Innovation System (NIS) has become widely used for analysing technological changes not only by scholars, but also by policy makers. The research on NIS is mostly focused on analysis of developed countries and lacks research on NIS development in Russia, a country in a transition from efficiency-driven economy to an innovation-driven knowledge economy. Taking into account that Russia and Russian NIS are historically government-dependent, this paper aims to identify the role the government plays today in the Russian NIS through analysis of the initiatives related to NIS development and undertaken by Russian government in the last ten years. Based on the literature analysis, analysis of secondary data and interview with the Russian scientist, we found that over-involvement of government could be an issue for the Russian NIS development. The other implications for theory and policy are also given in the paper.

Author(s) Albats, Ekaterina: Lappeenranta University of Technology, Finland Fiegenbaum, Irina: Lappeenranta University of Technology, Finland

Rakhmatullin, Ruslan: European Commission, Spain THE QUADRUPLE INNOVATION HELIX FOR SUSTAINABLE AND INCLUSIVE GROWTH

This presentation examines the increased importance of the Quadruple Helix concept within the Smart Specialisation (S3) context. The concept promoted by the European Commission brings together four sectoral perspectives with a focus on the institutional, regional, and operational functionalities and complementarities of these sectors in the context of the knowledge economy. The QH model is recognised as a key step in ensuring the success of regional and national research and innovation strategies for smart specialisation (RIS3). This contribution is a presentation of the work currently being carried out at the EC's S3 Platform. The presentation will focus on current EC interests to develop a dedicated assessment tool, which could be used by regional policymakers to assess their region's progress in adopting, adapting, and deploying the QH approach in their RIS3 strategies. This tool is to complement the existing self-assessment RIS3 wheel developed by the European Commission's S3 Platform team.

Author(s) Rakhmatullin, Ruslan: European Commission, Spain Carayannis, Elias: George Washington University, USA

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6.3: OI & COLLABORATION (SIG) TUESDAY 1530 – 1700 FACILITATOR: MARTIN RHISIART GREEN HALL LEVEL -1

Radziwon, Agnieszka: University of Southern Denmark, Denmark DESIGNING COLLABORATIVE MANUFACTURING SOLUTIONS FOR SMES: A CASE STUDY

In this paper, we investigate how small manufacturing companies can apply open innovation in the context of process technology. We present a case study, with embedded action research elements, of a particular set of SMEs that implement a collaborative solution for manufacturing processes. In particular, we worked with four companies to jointly design and implement an automated manufacturing solution, which is also embedded in the larger regional ecosystem. We specifically examine how these SMEs collaborate with both competitors and complementors in this innovative automation project. The findings include a decreasing importance of monetary motivation, a direct competitors paradox, and leadership and ownerships issues, on both inter- and intra-company level. The findings have important implications for companies - SMEs in particular - to capture value from inbound and outbound open innovation through collaborative manufacturing solutions.

Author(s) Radziwon, Agnieszka: University of Southern Denmark, Denmark Bogers, Marcel: University of Southern Denmark, Denmark Bilberg, Arne: University of Southern Denmark, Denmark

Grundström, Christina: Linköping University, Dpt. of Mgmt and Engineering, Sweden EFFECT OF INBOUND OI ON PERFORMANCE IN MANUFACTURING SMES With many manufacturing SMEs underperforming, the purpose of this paper is to evaluate which aspects of Open Innovation (OI) are applied and how these affect the performance of manufacturing SMEs. Using a set of 132 Swedish manufacturing SMEs, internal and external aspects affecting OI application were evaluated with regard how they affect OI performance. Two clusters were identified. One cluster had higher values on all variables except from supporting organizational structures, where the other group had the higher value. However, the variable with the strongest differentiating impact was by far strategic orientation. There was no significant difference in financial performance between the two clusters but several significant differences could be established regarding innovation performance measurements. Author(s) Grundström, Christina: Linköping University, Dpt. of Mgmt and Engineering, Sweden Sjöström, Roland: Linköping University, Dpt. of Mgmt and Engineering , Sweden Öhrwall Rönnbäck, Anna: Linköping University, Dpt. of Mgmt and Engineering , Sweden

Hyslop, Katie: WU University of Economics and Business Vienna, Austria COLLABORATING FOR THE FUTURE: OPEN INNOVATION IN THE OIL INDUSTRY

The Oil industry finds itself in a period of unprecedented uncertainty, requiring companies of all sizes to interact and cooperate effectively, not only with each other but also with external actors, in order to anticipate and respond to new technological developments and in order to create new, sustainable solutions.This paper seeks to explore these issues through two in depth case studies of technology based SMEs. From an open innovation perspective, the paper explores how these small firms use outflows and inflows of knowledge and the role this may play in influencing the speed at which these new, sustainable discoveries successfully reach the market. Findings show that the case companies are currently evaluating their innovation processes, and demonstrate the increasingly significant role of collaborative initiatives through cooperation with their larger counterparts and applying open principles to create novel, safe and sustainable solutions to secure future energy supplies.

Author(s) Hyslop, Katie: WU University of Economics and Business Vienna, Austria

Mets, Tõnis: Centre for Entrepreneuship University of Tartu, Estonia HOW TO RESEARCH THE ENTREPRENEURIAL (OPEN) INNOVATION PROCESS?

One of the reasons of weak implementation of own R&D, or the appearance of so called the "European paradox" phenomenon, is poor management of the entrepreneurial (open) innovation processes on policy level. Behind the poor (policy) awareness and poor management should be seen shortage of scientific knowledge about the entrepreneurial/innovation processes in hi tech young globalizing ventures ("born globals"). The main goal of the paper is to conceptualize the new synthesized model of the entrepreneurial/innovation (venture creation) process, particularly for the knowledge-driven globalizing new ventures. The theoretical approach includes a variance and process theory of entrepreneurial/innovation process and venture creation, and SME growth, synthesis of the new integrative methodology approach and a model of the entrepreneurial/innovation process, incl. related concepts in international entrepreneurship. The main outcomes and results of the research are propositions and based on these the model for further entrepreneurial/innovation process research.

Author(s) Mets, Tõnis: Centre for Entrepreneuship University of Tartu, Estonia

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6.4: INNOVATION TRAINING, TEACHING & COACHING 2 (SIG) TUESDAY 1530 – 1700 FACILITATOR: PASCAL ECHARDOUR BLASKETT HALL LEVEL 2

Bluguermann, Veronica: DESMA + Citymart, Denmark FRAMING COMPLEX PROBLEMS IN CITIES: A DESIGN APPROACH

This project presentation reports about the ongoing research on the use of a design approach for framing complex challenges in the public sector such as ageing population, global warming, poverty and education. When tackling these urban and social challenges, a special attention has to be given at identifying and defining the problems. To address this, a design approach is employed which is based in an exploratory and experimental process and drawing on participatory design methods to learn and generate ideas. At this stage, a toolkit is being developed to assist cross-functional teams to identify, evaluate and define challenges. The tools provided aim at guiding participants to share and brake-down problems and frame them into opportunities for change. The presentation will describe the development of the toolkit, its intended use and the first iteration of testing with several healthcare organizations in European cities.

Author(s) Bluguermann, Veronica: DESMA + Citymart, Denmark

Storvang, Pia: University of Southern Denmark, Denmark Løwe Nielsen, Suna: University of Southern Denmark, Denmark DESIGNUNI: UNIVERSITY ENTREPRENEURSHIP EDUCATION THROUGH DESIGN THINKING

This paper relies on the interfaces between the literature on entrepreneurship education and design thinking to offer insight into how to develop an entrepreneurship teaching model through design thinking. From reviewing and synthetizing these literatures we propose a teaching model, named the DesignUni model. The model suggest a designerly approach to entrepreneurial learning in which idea generation, creative problem-solving and opportunity creation to form an unknown future is combined with processes of idea evaluation, idea exploitation and analytical thinking paying attention to existing and future markets. A discussion of the models theoretical and practical strengths and implications follows, and finally we point at further research to be done in the area of entrepreneurship education through design thinking.

Author(s) Storvang, Pia : University of Southern Denmark, Denmark Løwe Nielsen, Suna: University of Southern Denmark, Denmark

Maisch, Bettina: Siemens Ltd. China, Corporate Technology, China IDEAS TO IMPLEMENTATION THROUGH USER-DRIVEN INNOVATION IN CHINA

Siemens Corporate Technology (CT) China has run twelve (12) innovation projects over last two years using a practical user-focused innovation methodology termed Industrial DesignThinking in China or i.DT The results from this study show that a structured innovation methodology and related coaching and training processes are important for speed and efficiency, but human factors that relate to team dynamics and idea implementation often play a pivotal role for delivering superior business value. Based on this insight, it is proposed that the structured i.DT methodology is modified to systematically track both idea generation and implementation constraints through evaluation of key uncertainties in the technical, market applications, and implementation elements for the specific innovation. This change may allow monitoring and managing both technical and human aspects of innovation process.

Author(s) Bandyopadhyay, Gautam : Siemens Ltd. China, Corporate Technology, China Maisch, Bettina: Siemens Ltd. China, Corporate Technology, China Ge, Xiao: Siemens Ltd. China, Corporate Technology, China Hsu, Arding: Siemens Ltd. China, Corporate Technology, China

Mietzner, Dana: University of Applied Sciences Wildau, Germany HOW TO SOLVE CORPORATE INNOVATION CHALLENGES THROUGH INNOVATION CAMPS?

Corporate managers and academics are faced with the problem of developing a program for an innovation camp that becomes successful. While the corporate management is rather focused on solving their identified innovation challenge, the academic staff concentrates on providing a valuable learning experience for its students. The excellence in managing an innovation camp is the main success factor for ensuring a positive outcome for both stakeholder groups. We present two case studies and good practice results of how to manage innovation camps and integrate corporate innovation challenges into academic teaching. Our data consists of two innovation camps held in 2012 and 2013, where a large international retailer has presented innovation challenges to a class of 20-25 students from different disciplines.

Author(s) Mietzner, Dana: University of Applied Sciences Wildau, Germany Schultz, Christian: University of Potsdam, Germany

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6.5: STRATEGIC FORESIGHT, STRATEGIC AGILITY & FUTURE ORIENTATION 2 (SIG) TUESDAY 1330 – 1500 FACILITATOR: TEEMU SANTONEN ACHILL HALL LEVEL 2

Madsen, Arne Stjernholm: Novo Nordisk A/S, Denmark STRATEGIC REFRAMING AS 'FEEDFORWARD' TO EXPERIMENTATION AND EXPLORATION

This paper contributes to the creation of a 'behavioral theory of strategy' (Gavetti, 2012) via a longitudinal case study, which examines the interrelatedness between strategic reframing and concrete innovation activity in a mature organization. Focus is on the role of deliberate strategic reframing for experimentation and exploration in the form of product innovation projects. The analysis concludes that any strategic reframing has an entrepreneurial role in itself, because reframing initiates a wave of innovation projects; whereas only scope-expanding strategic reframing increases the portfolio of 'explorative' innovation projects. Furthermore, even if the event of strategic reframing is deliberate, it can be seen as 'feedforward' to trial-and-error learning, which results in an emergent evolution over extended time.

Author(s) Madsen, Arne Stjernholm: Novo Nordisk A/S, Denmark

Juneseuk, Shin: Sungkyunkwan University, Korea, Republic of STRATEGIC FORESIGHT TO RECOGNIZE INNOVATION TECHNOLOGIES AT INFLECTION POINTS

Companies are eager to identify innovative technologies at inflection points. Concentrating on these, they can make profits from innovation in the near future. Previous expert-based approaches cannot meet the need yet. Also, internal corporate foresights are struggling to utilizing benefits of collective creativity and open innovation. Combining multiple strategic foresight methods, we create a way of identifying innovative technologies at inflection points. Also, based on the special force innovation model, we suggest how to build the special force foresight team not only to maximize benefits of various foresight methods, and but to pull out collective creativity. For an electronics company, the special force foresight team conducts our strategic foresight. Two types of innovative technologies at inflection points are identified. The first can be developed within 4 years, then solving a long-standing socio-economic problem. The second is an emerging technology yet, but will create commercial opportunities over next 4 years.

Author(s) Juneseuk, Shin: Sungkyunkwan University, Korea, Republic of Yunbae, Kim: Sungkyunkwan University, Korea, Republic of

Riedl, Michael: Fraunhofer Italia, Italy STRATEGIC PLANNING TOOL FOR LOCAL SUSTAINABLE MOBILITY

The development of a regional strategic plan for sustainable mobility has to consider many different influence factors, their interdependencies and their future development. Based on that, an optimal composition of appropriate measures has to be defined, implemented and monitored by local decision-makers in order to create convenient mobility guidelines. The objective of the study is to generate a strategic planning methodology support decision-makers in developing local sustainable mobility. The created content offers an appropriate set of actions to foster sustainable mobility in the future and concrete answers to current mobility problems. The level of detail of the results is a systemic one. The outcome of the methodology provides a basis for decision-makers in both politics and in the economy. Furthermore, the study's findings offer a standard blueprint transferable to other regions facing the task of strategically planning sustainable mobility while respecting regional differences and characteristics.

Author(s) Riedl, Michael: Fraunhofer Italia, Italy Francia, Giada: Fraunhofer Italia, Italy Matt, Dominik: Fraunhofer Italia, Italy

Moore, Heather: The Shape of Things, Germany ETHNOGRAPHIES OF PRACTICE, VISIONING, AND FORESIGHT

A comparative study of three concluded projects is presented, to be used as a backdrop for a newly proposed project on critical adoption of 5G network infrastructure, middleware and service proposed solutions. Since the implementation of those proposed solutions lie 5-8 years into the future, forecasting is necessary and the three concluded projects act as a complementary backcasting exercise in this context. All three concluded projects focused on the development and envisioning of infrastructures for future digital services, all with the proviso that involvement of a wide range of stakeholders could be secured. They were all subject to a rapidly changing development, both on the side of engineering advances and on the side of societal views on such advances. Hence, the new project will have an emphasis on transparency of protocol design and participatory engagement of a greater range of perspectives.

Author(s) Moore, Heather: The Shape of Things, Germany Sanches, Pedro: KTH, Sweden Boman, Magnus: KTH, Sweden

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6.7: INNOVATION METHODS TUESDAY 1530 – 1700 FACILITATOR: SIMON MINDERHOUD GOLA ROOM LEVEL 1

Kunert, Sebastian: artop - Associated Institute at Humboldt-University Berlin, Germany TIME, STAFF AND MOTIVATION IN INNOVATION PROJECTS: NEW EMPIRICAL INSIGHTS

In innovation process literature stage gate models on one hand and context factors on the other are still dominant. Very little is known about special issues regarding innovation project characteristics. Case studies suggest that the way innovation projects are staffed and managed is highly related to success. The present study concretizes the three factors time, staff and motivation in innovation projects empirically. We analyzed data from 41 interviews and an online survey with 329 participants. First of all, unexpected delays, number of team members, and variance in motivation during the project are negatively associated with success. Furthermore, the person who came up first with the idea should be part of the team. That implies practical suggestions for managers how to staff and lead innovation projects.

Author(s) Kunert, Sebastian: artop - Associated Institute at Humboldt-University Berlin, Germany

Furuhjelm, Jorgen: Saab Aeronautics, Sweden INCREASING EFFICIENCY IN THE INNOVATION PROCESS AT SAAB AERONAUTICS, SWEDEN

Within the defence and security company Saab Group, Saab Aeronautics is the largest division with design and production of military and civil aircrafts. A case study was carried out within the largest and most complex development project, a major upgrade of a jet fighter. The objective was to provide insights on what factors contribute to efficiency on an engineering team-level. The result of this quantitative survey provided data clarifying which those factors are and what relative importance each factor plays. The 527 answers indicated that to accomplish a high level of delivery precision there should be a focus on setting up systems that ensure that adequate measures are taken when an engineer raise an issue. Furthermore, it is essential that overall project targets are broken down giving everyone a clear understanding of their commitments.

Author(s) Furuhjelm, Jorgen: Saab Aeronautics, Sweden

Mazurkiewicz, Adam: Institute for Sustainable Technologies - National Research Institute, Poland A MODEL OF A COMPLEX ASSESSMENT OF INNOVATIVE TECHNOLOGICAL SOLUTIONS

An unquestionable need, resulting from the macroeconomic expectations of increasing the level of the innovativeness and competitiveness of national economies, is to develop products, technologies, and conduct projects that are innovative and comply with market needs. Technology assessment (TA) is one of the core challenges in innovation management. Against the background of different technology assessment methods and models, the authors of the paper present an original complex technology assessment system developed and applied at the Institute for Sustainable Technologies - National Research Institute in Radom, Poland. The system is devoted to the assessment of incremental technologies with respect to their implementation maturity, commercial potential, innovativeness level, and implementation risk level. The authors present possibilities of the system application and examples of its use for the assessment of technological solutions.

Author(s) Mazurkiewicz, Adam: Institute for Sustainable Technologies - National Research Institute, Poland Poteralska, Beata: Institute for Sustainable Technologies - National Research Institute, Poland

Robbins, Peter: NUI Maynooth, Rep. of Ireland INNOVATION PROCESSES - STAGE-GATE OR STRAIT-JACKET?

Despite its importance, relatively little is known about how companies manage their innovation performance and the existing knowledge base comes, primarily, from a series of quantitative studies looking at patenting behavior. Extant literature suggests that organisations that have a dedicated innovation process experience high levels of success in innovating. This paper seeks to address this issue by studying the management practices of firms (in Ireland) engaged in innovation. Specifically, the paper explores whether firms adopt a formal innovation process and what are the consequences when they do. Authors find that there is a constellation of practices (formal strategy, innovation process, metrics, teams, dedicated team leader) or processes that have been shown to be correlated with success in innovation. This study also finds that the majority of firms (roughly two thirds) do not have explicit, formal processes and structures in place to manage innovation.

Author(s) Robbins, Peter: NUI Maynooth, Rep. of Ireland O'Gorman, Colm: DCU, Rep. of Ireland

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ACADEMIC RESEARCH DEVELOPMENT SESSION 6 TUESDAY 1530 – 1700 FACILITATOR: DIRK SCHNECKENBERG & KAROLINE BADER BOARD ROOM LEVEL 4

Gusenbauer, Michael: JKU Linz, Austria INNOVATION OFFSHORING RESEARCH: A MAPPING OF THE FIELD Fuelled by advances in IT, non-location-specific tasks such as innovation creation are increasingly being sourced from overseas. So-called innovation offshoring (IO) has become common practice for companies mainly from industrialized countries. Since the millennium, however, emerging trends have been fundamentally changing the nature of IO. Among them are the increased magnitude and routinization of IO, the shift in geographic focus and the emergence of small and medium-sized enterprises engaging in IO. These trends show that IO is currently picking up pace and undergoing large transformations, while academic research has not caught up with these changes. New trends remain under-researched; the research field remains fragmented. This study provides an up-to-date, conclusive picture of the current status of IO-research. By means of a systematic literature review a refined definition and a thematic map of IO research are developed. The findings illustrate current research gaps and offer a direction for future research.

Author(s) Gusenbauer, Michael: JKU Linz, Austria Fink, Matthias: JKU Linz, Austria Harms, Rainer: University of Twente, Netherlands

Scaringella, Laurent: ESC Rennes School of Business, France SPIN-OFF MODELS: THEORETICAL CONVERGENCE Start-ups aim to benefit from both absorptive capacity and knowledge transfer. As contributors to this goal, research centers need to rethink their incubator and supportive models for spin-offs. We explore the function, resources, Intellectual Property Rights and market and technical knowledge of an original dual spin-off model, consisting of an incubator element and a supportive element. We observe that spin-offs are adequately equipped with a strong absorptive capacity to benefit from the incubator model and an efficient knowledge transfer process implemented by the supportive model. Contributing to the literature in innovation management, we characterize the convergence of the incubator and the supportive models from five different angles: Knowledge management, business model, internationalization, technical capabilities and IPR. We further discuss the benefits derived from absorptive capacity and knowledge transfer.

Author(s) Scaringella, Laurent: ESC Rennes School of Business, France

Tietz, Rigo: FHS St.Gallen, Switzerland DYNAMIC MODELLING OF INNOVATIVE BUSINESS MODELS The concept of dynamic modelling provides a dynamic and interactive perspective of the visualization of innovative business models. It allows highlighting particularly innovative attributes of a business model that can comprise both new or modified elements and new or modified links between these elements. The introduced framework includes a set of core elements and interactions that can easily be customized to the specific situation of a company or business unit, respectively. The discussed cases illustrate the network effect and lock-in effect as examples for innovative aspects of a business model and show the practical application of the framework that can be used in research and practice. Thus, the paper contributes to both the academic discussion and the business practice.

Author(s) Tietz, Rigo: FHS St.Gallen, Switzerland

Schneckenberg, Dirk: ESC Rennes School of Business, France THE ROLE OF MANAGERIAL COGNITION IN BUSINESS MODEL INNOVATION This research investigates antecedents for managerial decisions which lead to business model innovation. We develop a theoretical lens on decision processes for business model innovation which links to decision theory. The proposed research is focusing on both cognitive and intuitive sources for new business ideas and organisational factors which enable their trajectory towards innovative business models in established firms. The methodology foresees an abductive case research design, by which we aim to specify individual-level managerial decision processes, which rely on cognitive reasoning and affectively-charged intuitive judgements to balance contradicting interests and to orchestrate resource allocation between established and emerging business models. Expected results will inform and add to extant literature on business model innovation by developing a fine-grained view on individual-level cognitive and affectively charged intuitive capabilities that undergird ambidextrous managerial behaviour.

Author(s) Schneckenberg, Dirk: ESC Rennes School of Business, France

Bergset, Linda: Borderstep Institut gGmbH, Germany FINANCING INNOVATION IN SUSTAINABLE START-UPS The issue of how start-ups finance their sustainable innovation processes has not yet been explored exhaustively. In this paper empirical "work-in-progress" on access to finance and public funding for sustainable start-ups is presented. In a two-stage research process, exploratory interviews with start-ups in Finland, Germany and Sweden are first carried out - and presented in this paper - before a large-scale survey is distributed in the three countries. It is expected that there are differences between conventional and sustainable start-ups as well as between types of sustainable start-ups that are of relevance to entrepreneurial finance. Such differences may have an impact on access to and use of financial instruments and investor types in addition to leading to specific challenges and opportunities in start-ups' financial sourcing. Building on relevant existing evidence, this research aims at exploring the whole potential range of financial usage, needs and gaps in innovative sustainable start-ups.

Author(s) Bergset, Linda: Borderstep Institut gGmbH, Germany

Järvi, Henna: Lappeenranta University of Technology, Finland THE VALUE OF VALUE CO-CREATION: EMPIRICAL EVIDENCE FROM B2B SERVICES This study examines value co-creation tendencies in b2b services. We investigate how customers' willingness to co-create value changes between groups and between industries. We conducted a quantitative questionnaire targeted for customer base of two Finnish b2b service providers. We divided the respondents based on their value co-creation tendencies. We then utilized t-tests to examine how value co-creation tendencies differ in perspective of other dimensions. The empirical results show that there are clearly two groups in both customer bases: a group that wants to engage in co-creation of value and a group that does not find that as essential. These results show that managers should not assume that all customers want to work in strong collaboration with the service providers. Value is created by understanding customer's comprehensive needs better.

Author(s) Järvi, Henna: Lappeenranta University of Technology, Finland Pynnönen, Mikko: Lappeenranta University of Technology, Finland Hallikas, Jukka: Lappeenranta University of Technology, Finland

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7.1: SERVICE INNOVATION 1 WEDNESDAY 0900 – 1030 FACILITATOR: SEIDALI KURTMOLLAIEV RED HALL LEVEL -1

Rönnberg Sjödin, David: Luleå University of Technology , Sweden Parida, Vinit: Luleå University of Technology , Sweden OPEN OPERATION: A CUSTOMER PERSPECTIVE ON INTEGRATED PRODUCT-SERVICE SOLUTIONS Traditional manufacturing companies are increasingly offering integrated product-service solutions in order to secure their position in the globally competitive environment. However, little is known about the customers' perspective and when they are willing to "open up" their internal processes for value co-creation with providers. Based on multiple exploratory case studies with three customers and three providers within the manufacturing and process industries, this study identifies two conditions related to type of processes (i.e. critical vs. non-critical) and internal competence situation (i.e. core vs. non-core) as strong influences for engaging in open operation. In addition, we identify three open operation barriers which may restrict the potential for increased value co-creation and needs to be managed to support the adoption of integrated solutions. Author(s) Rönnberg Sjödin, David : Luleå University of Technology , Sweden Parida, Vinit: Luleå University of Technology , Sweden

Riedl, Angelika: Student, Austria TECHNOLOGY POTENTIAL ANALYSIS IN SERVICE COMPANIES The importance of technology integration in the services sector is part of many studies. However there is little to no evidence on how, for example, a service company in a non technological industry can carry out successful technology integration. The focus of the process model for technology potential analysis used for the study and the methodology lies on enterprises in the non-technological service industry. The determination of customer needs and application fields for a chosen technology form an integral part of this paper. The field study portrayed in this paper is using this procedural model as guideline to evaluate the potential of the NFC technology in the food service industry. It aims to determine tangible customer needs, actual application fields for the NFC-technology in the food service industry (restaurant) and highlights the possible implementations of the findings Author(s) Riedl, Angelika: Student, Austria Koren, Wolfgang: ams AG, Austria

Lindhult, Erik: Mälardalen University, Sweden COMPLEXITY APPROACH TO JOINT VALUE DISCOVERY IN SERVICE INNOVATION MANAGEMENT The paper describes how complexity notions can be useful to model Servitization dynamics in industrial companies moving from product based to service oriented configuration. It is a movement towards joint value discovery in industrial service innovation management increasing potentials for radical or architectural innovation. Based on process oriented research on global industrial companies identifying transition phases of Servitization, a complexity model is developed to understand, predict and guide the process, mechanisms, and outcomes of increased capacity for joint value discovery. The model synthesizes and extends to service innovation management a complexity approach originally introduced by Goldstein, Hazy and Lichtenstein (2010) and called the Cusp of Change Model. The theoretical developments are particularly useful in guiding leadership of innovation in broader organizational and networked settings, contributing to development of service innovation strategies as well as systemic leadership of innovation activity in services in global industrial companies. Author(s) Lindhult, Erik: Mälardalen University, Sweden Hazy, James K: Adelphi University, USA

Jeong, Yujin: Dongguk University, Korea, Republic of TECHNOLOGY-BASED NEW SERVICE IDEA GENERATION FOR 5G MOBILE COMMUNICATION The world has watched 5G mobile communication and attempted to set up their technology as standard to dominate telecommunication markets. It requires generating new service immediately to raise effective value of emerging technology. Thus, this research aims to generate technology-based new service concept by investigating what technological functions provide value for customers originating in existing services. At first, the relationship between technology, value and service is determined, so they are structuralized to generate novel service idea based on new functions while linking customer value. Then, relationship matrices between them are defined by AHP. Second, new service opportunities are explored through transformed buyer-utility map. Finally, those are modified to new service idea by ERRC framework. This study contributes to service innovation reflecting technological specification and customer value for creating new service concept systematically. Moreover, it will be useful to mobile carrier who makes efforts to prepare new business model. Author(s) Jeong, Yujin: Dongguk University, Korea, Republic of Lee, Keeeun: Dongguk University, Korea, Republic of Yoon, Byungun: Dongguk University, Korea, Republic of

Almpanopoulou, Argyro: Lappeenranta University of Technology, Finland SERVICE INTEGRATION IN ECOSYSTEMS: EMPIRICAL STUDY IN SCALABLE B2B SERVICES. This study aims to assess the influence of the intensity of co-creation and intention to make systemic purchases on customers' needs for the integration of services and to determine how this influence differs among service solutions. The current research lacks evidence about the existence of causalities among these constructs. To bridge this gap, we use factor analysis and linear regression. The empirical data are collected in the responses to a structured questionnaire survey distributed within the customer base of a Finnish service provider. Our results showed a positive relation between the intensity of co-creation and the intention to make systemic purchases and the need for integrated services. However, this relation might vary among service solutions. Our findings carry important implications for both service research and service practitioners. Understanding such relationships will enable service providers to optimize their service offerings to customers and thus enhance their position in the market. Author(s) Almpanopoulou, Argyro; Pynnönen, Mikko; Immonen, Mika; Hallikas, Jukka: Lappeenranta University of Technology, Finland

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7.2: OI & COLLABORATION (SIG): STAKEHOLDERS & COLLABORATION WEDNESDAY 0900 – 1030 FACILITATOR: TOR HELGE AAS GOLD HALL LEVEL -1

Smirnova, Maria: Graduate School of Management, Saint Petersburg State University , Russia THE ROLE OF INNOVATION ECOSYSTEM IN DRIVING INNOVATION PERFORMANCE

Current paper aims to investigate the role of business ecosystem in improving innovation performance of Russian firms. We highlight the role of collaboration as a key to increase innovation performance, and analyze the role it has in the Russian context. The study investigates the role of market orientation sub dimensions in sharing ecosystem of a firm. The study is based on a survey of 204 innovative Russian firms with multiple respondents design. The study results confirm the mediating role of business ecosystem in the market orientation - innovation performance link. The results also provide insights in different modes of partnerships within the business ecosystem with the focus on different stakeholders, including customers, distributors and suppliers.

Author(s) Smirnova, Maria: Graduate School of Management, Saint Petersburg State University , Russia Rebiazina, Vera: National Research University - Higher School of Economics, Russia

Mikkonen, Karri: Lappeenranta University of Technology, Finland COLLABORATIVE FRONT-END-INNOVATION PROCESS TO ASSURE SYSTEMIC VALUE IN BUSINESS ECOSYSTEMS

Digital business ecosystems are built around industrial hubs to empower the complex supply chain structures. In their success criteria the user experience plays a role as one essential factor to assure rapid ecosystem diffusion. Systemic value is one driver for value-in-use for ecosystem usage. This study aims to develop a process how systemic value at user, firm and value network level can be assured in collaborative fuzzy front-end-innovation phase, when many different companies plan for common ecosystem business targets. The key phase of process is tested with managers of ecosystem consortium. Results are discussed in the light of process step success for particular case of digital business ecosystem. Risks of the process are also briefly evaluated and limitations of the study are concluded. Finally, innovation management implications are discussed.

Author(s) Mikkonen, Karri: Lappeenranta University of Technology, Finland Pynnönen, Mikko: Lappeenranta University of Technology, Finland Korpela, Kari: Lappeenranta University of Technology, Finland Hallikas, Jukka: Lappeenranta University of Technology, Finland

Guertler, Matthias R.: Technische Universität München, Institute of Product Development, Germany STAKEHOLDER-ANALYSIS FEATURING OPEN INNOVATION

By opening a company's innovation process to its environment, Open Innovation (OI) allows advantages such as better market orientation, reduced development risks and the utilization of external expertise. However, so far, the selection of appropriate external and internal OI-project actors is still a challenge for companies; adequate methodological support is limited and existing OI-specific selection processes or processes from other fields bear several deficits. Therefore our goal is the development of an OI-specific integrated selection approach. Based on a systematic comparison of stakeholder- and Lead-User identification processes as well as OI-specific requirement analysis, this work presents a first integrated approach for identifying and selecting OI-actors by combining stakeholder and Lead-User identification. An initial evaluation of the approach in industrial application was successful. Observed benefits and existing points of improvement are discussed.

Author(s) Guertler, Matthias R.: Technische Universität München, Institute of Product Development, Germany Lewandowski, Paulina: Technische Universität München, Institute of Product Development, Germany Lindemann, Udo: Technische Universität München, Institute of Product Development, Germany

Kliewe, Daniel: Fraunhofer-Institute for Production Technologie IPT, Project Group Mechatronic Systems Design, Germany STRATEGY-CONTROLLING OF CLUSTER INITIATIVES

Funding joint actions of clusters has become an important measure within gov-ernmental programs. These programs force the cluster-initiatives to follow a systematic strategic management process leading from strategy development to implementation. A challenge within this process is the controlling of the success of the funded projects and their contribution to the clusters' overall strategic objectives. Within the leading-edge cluster it's OWL, an organization - the it's OWL Clustermanagement GmbH - has been established to solve this challenge. Among other tasks, the Clustermanagement is responsible for the cluster's strategy process. Within this contribution a framework is presented, that supports strategy-controlling of cluster-initiatives. The applicability of the framework is demonstrated based on the example of the leading-edge cluster it's OWL.

Author(s) Kühn, Arno: it's OWL Clustermanagement, Germany Kliewe, Daniel: Fraunhofer-Institute for Production Technologie IPT, Project Group Mechatronic Systems Design, Germany Dumitrescu, Roman : it's OWL Clustermanagement, Germany Gausemeier, Jürgen: it's OWL Clustermanagement, Germany

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7.3: OI & COLLABORATION (SIG): CLUSTERS & SYSTEMS WEDNESDAY 0900 – 1030 FACILITATOR: LYNNE BENNINGTON GREEN HALL LEVEL -1

Cravenna, Bianca: United Nations Industrial Development Organization, Austria NATIONAL SYSTEMS OF INNOVATION: ACTORS' NETWORK RELATIONS IN GHANA

National Innovation Systems (NSI) have become more central in economic and development studies in the past two decades. In our analysis we provide a systemic assessment and analysis of the NSI in terms of the interactions of its actors (according to a four-actor 'triple helix' model, comprising government, enterprises, knowledge institutions, and arbitrageurs). This is carried out through cross-tabulation of the data obtained from the Ghana National System of Innovation (GNSI) Survey conducted by the United Nations Industrial Development Organization (UNIDO). Our results show significant deficiencies in the inter- and intra-linkages among actors. These constitute the barriers in the GNSI.

Author(s) Bartels, Frank L.: United Nations Industrial Development Organization , Austria Koria, Ritin: United Nations Industrial Development Organization , Austria Cravenna, Bianca: United Nations Industrial Development Organization, Austria

Bialic-Davendra, Magdalena: Tomas Bata University in Zlin, Faculty of Management and Economics, Czech Republic THE INNOVATIVE POTENTIAL OF CLUSTERS: A CZECH CASE STUDY

This paper provides a compact methodology and empirical analysis of innovative potential of clusters applied on the example of Czech clusters. It presents the indicators characterising an innovative cluster. The main objectives of this research are to present: a) a tool for the measurement of innovative potential of clusters, on a basis of three specified components and empirical analysis, b) a ranking of clusters according to their innovative potential and their distribution in the Czech Republic from the space-time perspective, c) a model of innovative potential of Czech clusters in relation to the selected cluster's characteristics which determined its level. The research findings show that the period of cluster existence, its size, being programme beneficiary, and having internationalisation strategy, influence the odds of achieving higher level of innovative potential. These factors contribute to the assessment of the cluster's excellence and are important for the public support provided for clusters.

Author(s) Bialic-Davendra, Magdalena: Tomas Bata University in Zlin, Faculty of Management and Economics, Czech Republic Bednář, Pavel: Tomas Bata University in Zlin, Faculty of Management and Economics, Czech Republic Pavelková, Drahomíra: Tomas Bata University in Zlin, Faculty of Management and Economics, Czech Republic

Deák, Csaba: National Innovation Office, Hungary THE FOUR STAGE MODEL FOR DEVELOPMENT OF INNOVATIVE CLUSTERS

We are presenting a successful case study about clusters - a well defined part of the ecosystem for innovation and for sustainable, inclusive growth. 'Looking at the European cluster policy landscape it becomes obvious that there are similarities but there is no common 'recipe' for cluster policies, moreover there is no common 'recipe' for the success, just there are recommendations. In cluster development we had worked out a four stage model to support clusters. The accreditation has been following the second stage. Having the accreditation title has not meant any financial support but it has brought special rights for the cluster to apply for certain dedicated sources and earning plus points in various calls. The focus has been already on joint innovation investments of clusters. The Hungarian Accreditation system itself was recognized as a good-practice by the European Commission.

Author(s) Deák, Csaba: National Innovation Office, Hungary Zombori, Zita: Gedeon Richter Plc., Hungary

Baron, Marcin: University of Economics in Katowice, Poland OPEN INNOVATION COOPERATION STRATEGIES IN REGIONAL INNOVATION SYSTEMS

The paper tackles an interplay of two theoretical approaches concerning innovation management understood as a collective process of at least a few interacting entities. The first approach is anchored in management and covers Chesbrough's Open Innovation concept and its followers. The other refers to regional science with focus on Regional Innovation Systems. Both approaches use quite a similar toolkit to support their relevant objectives: business models enhancement for OI and regional business dynamics for RIS. Correlations and interactions between business involvement in RIS processes and OI processes were scrutinized in Southern Poland, where 3 regions selected ICT to be their technological specialization. 200 companies were interviewed to find out whether territory plays a significant role in OI management. Altogether the paper answers a question whether theoretically not so distant concepts of OI and RSI co-exist in business routines of Polish companies.

Author(s) Baron, Marcin: University of Economics in Katowice, Poland

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7.4: INNOVATION FOR SUSTAINABLE SOCIETIES WEDNESDAY 0900 – 1030 FACILITATOR: BETTINA VON STAMM BLASKETT HALL LEVEL 2

Boisselier, Yves: MAC-Team aisbl, Belgium Echardour, Pascal: MAC-Team aisbl, Belgium WIKINOMICS: A KEY ENABLER TO INNOVATION & SOCIETAL PROGRESS

The WikiSkills project developed a training material, a facilitator methodology and a network of practitioners on the wikiculture at European level in education and training. Now, the WikiNomics project deploys these outcomes further in global markets and supply chain context to implement effective open innovation 2.0 cases and societal progress. The tools and methodologies by the WikiNomics project (using wiki-thon, seek-solutions-basecamps, local TEDx ...) and based on the Wiki-Angels European network of practitioners and the results of WikiSkills will showcase this enabling effect. The presentation will describe transferability and possibilities to further use the WikiNomics project. Practical cases will be presented for further discussion. These projects, supported by the EU Lifelong Learning Programme, have been designed to drive change in the current global market and supply chain patterns, and to offer an innovative approach to foster stakeholders' collaboration and contribute to the deployment of effective open innovation 2.0 ecosystems.

Author(s) Boisselier, Yves: MAC-Team aisbl, Belgium Echardour, Pascal: MAC-Team aisbl, Belgium

Rau, Christiane: University of Applied Sciences Upper Austria, Austria Schweitzer, Fiona: University of Applied Sciences Upper Austria, Austria TECHNOLOGICALLY-REFLECTIVE INDIVIDUALS FOR SUSTAINABLE INNOVATIONS

The purpose of the paper is to discuss and investigate the impact of technological reflectiveness on the ability to develop sustainable innovations. Technological reflectiveness is understood as the capability to reflect upon the future societal impact of a technology. We describe the systematic development of a multi-item scale to measure technological reflectiveness. We apply the technological reflectiveness (TR) scale to empirically investigate the impact of individuals' technological reflectiveness on their ability to contribute to the development of sustainable innovations. We find that the ability to evaluate new product concepts by enumerating (potential) advantages and disadvantages and the ability to generate new features and new uses that improve the product's societal impact are positively related to an individual's extent of technological reflectiveness.

Author(s) Rau, Christiane: University of Applied Sciences Upper Austria, Austria Schweitzer, Fiona: University of Applied Sciences Upper Austria, Austria Oliver, Gassmann: University of St. Gallen, Switzerland

Randrianasolo-Rakotobe, Hanitra: Institut Polytechnique LaSalle Beauvais, France SOCIAL INNOVATION IN LOCK-INS: INSIGHTS FROM FAIR TRADE STANDARDIZATION

The Fair Trade is a way to promote sustainable development in a context of globalization of markets and rise of economic exchanges worldwide. Its development is dependent upon the ability to set up and promote international standards recognized by all stakeholders. We show, in combining literature from path dependency and sociotechnical transitions and in using the exemple of a French initiative in this field, that social innovation which aimed at designing and managing the public standardization of Fair Trade suffers from sociotechnical lock-ins. Such lock-ins have created barriers and obstacles in the concrete implementation of the standard, leading finally to a failure. From these statements, it is suggested some possible actions necessary to overcome such limitations.

Author(s) Randrianasolo-Rakotobe, Hanitra: Institut Polytechnique LaSalle Beauvais, France Sauvée, Loïc: Institut Polytechnique LaSalle Beauvais, France

Lemay, Margaret: University of Toronto, Canada CONCEPTUALIZATIONS AND REPRESENTATIONS OF STAKEHOLDERS IN TECHNOLOGICAL INNOVATION

Large-scale, multi-disciplinary, publicly funded research networks face increasing pressure to engage with multiple stakeholders in order to deliver on the socio-economic expectations of technological innovation. How a network understands who its stakeholders are and conceptualizes their role in shaping technological innovation is likely to influence key decisions related to the direction and goals of the research program and ultimately affects the success of the program. Drawing on aspects of stakeholder theory, the sociology of technology and innovation studies that focus on "users", this paper looks at how stakeholders are conceptualized in a funding proposal for an advanced biofuels research and innovation network. Stakeholders are conceptualized around a narrative of the future presented as a rationale for funding the network. Three prominent patterns of conceptualization temporal, spatial and functional represent a tentative framework for conceptualizing stakeholders that could have application for policy practitioners.

Author(s) Lemay, Margaret: University of Toronto, Canada Pries, Fred: University of Guelph, Canada Schillo, Sandra: University of Ottawa, Canada

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7.5: STRATEGIC FORESIGHT, STRATEGIC AGILITY & FUTURE ORIENTATION 3 (SIG) WEDNESDAY 0900 – 1030 FACILITATOR: ARTUR OCHOJSKI ACHILL HALL LEVEL 2

Faber, Edward: Thales RT - T-Xchange, Netherlands DEVELOPING A FUTURE ORIENTATION USING SERIOUS GAMING

Scenario planning is a well-known technique for developing a future orientation within organisations. Both constructing and using future scenarios are labour intensive and time consuming activities. The actual use of future scenarios is therefore often limited to a set of dedicated workshops with the most important stakeholders. Our hypothesis is that serious games can help building a future orientation by bringing future scenarios more 'alive', actionable and reaching a broader audience. In this paper we explore how serious gaming can be used for developing a collective within government organisations. We report on an action study conducted at the Dutch Tax and Customs Administration, which is reconsidering its role in the light of the on-going digitisation of information and development towards iGovernment.

Author(s) Faber, Edward: Thales RT - T-Xchange, Netherlands Mettau, Petra: Dutch Ministry of Finance, Netherlands

Erickson, Scott: Ithaca College, USA STRATEGIC INNOVATION AND SUSTAINABLE COMPETITIVE ADVANTAGE: UNDERSTANDING KNOWLEDGE ASSETS

Strategy anticipates future competitive environments. Tools exist to help decision-makers with forward-looking strategies but predicting where technologies, customer needs/wants, and competitor activities might go next remains difficult. This can be particularly true with innovation. How do decision-makers make strategic choices about where to direct innovation efforts? This paper focuses on industry-related research combining concepts and theories from a number of fields. In particular, the study will use profit pool data along industry value chains to describe sector attractiveness and pair it with data on knowledge assets and competitive intelligence activity within those same industry sectors. The combination gives both more data and more explanation as to what is happening across the industry, providing more guidance to strategic decision-makers looking for innovation opportunities along such value chains. The results also illustrate the gaps in this approach, directing deeper research into identified industry sectors.

Author(s) Erickson, Scott: Ithaca College, USA Rothberg, Helen : Marist College, USA

Breitenmoser, Pablo: ETH Zurich, Switzerland Eurich, Markus: ETH Zurich, Switzerland ICT-INDUCED CHANGES TO BUSINESS RELATIONSHIPS IN AIR TRAFFIC MANAGEMENT

Technological innovations and process redesign are underway in order to increase efficiency in air traffic management (ATM). However, full value appropriation is only possible by additional modifications to the fundamental model of the ATM business. The goal of this study is to complement the technological research with a business perspective on value creation, particularly on the relationships of ATM business roles in Europe. On the basis of eleven expert interviews, this study reveals that the current business role relationships need to change. However, there is no first mover advantage and a participation dilemma hinders the transformation. New entrants, like data repository providers and data processors, may enter the ATM market. The results can support decision makers of ATM service providers and representatives of legal and regulatory bodies to enable and motivate change for an efficient and safe future air transportation system in Europe.

Author(s) Breitenmoser, Pablo: ETH Zurich, Switzerland Eurich, Markus: ETH Zurich, Switzerland Mettler, Tobias: HSG, Switzerland

Boman, Magnus: SICS, Sweden SPEEDWRITING IN NETWORKED FORESIGHT

Networked foresight is an established means to achieve an understanding of trends, changes, disruptives, and ideas with high innovation potential. When managed successfully, it allows for the elicitation of knowledge from competent professionals, with complementary resources, assets, and capabilities, providing benefit both to partners and to the network as a whole. The Innovation Radar business catalyst of EIT ICT Labs (a virtual organisation of multi-nationals, research institutes, and academic institutions) has used speedwriting as an integral part of its structured brainstorming, with the aim of efficiently producing networked foresight with adequate depth and width. Speedwriting aids width in particular, as it prompts the inclusion of disruptives and speculative developments. Eight Innovation Radar workshops involving more than 100 experts in total have employed the speedwriting element to maximise value for the organisation. Since speedwriting is a largely undocumented method, its merits to strategic and corporate foresight are here scrutinised in detail.

Author(s) Boman, Magnus: SICS, Sweden

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7.6: EARLY-STAGE INNOVATION 1 (SIG) WEDNESDAY 0900 – 1030 FACILITATOR: PAUL ELLWOOD ARAN ROOM LEVEL 1

Dőry, Tibor: Széchenyi István University, Hungary SERVICE NEEDS OF EARLY STAGE COMPANIES IN SOUTH-EAST EUROPE

The submission reports about the results of an empirical study that focused on the identification of demand for supporting services and developing new capacities and capabilities in intermediary organisations (IO) in order to facilitate investment in start-ups and strengthen cross-border matching of innovative firms with suitable investors. The analysis was carried out within the "Promotion of Financing Innovation in South-East Europe" (PROFIS) project co-funded under the South-East Europe (SEE) Programme of the European Union. The analysis provides insights from different stakeholder groups on the usefulness of existing innovation services and demand for new support services to facilitate access to financing of start-ups and would be entrepreneurs. One of the conclusions is that it necessary to increase and improve the awareness of early stage, including (pre)seed, start-up and early growth as well as VC financing because of the generally low awareness of start-uppers about these types of financial instruments.

Author(s) Dőry, Tibor: Széchenyi István University, Hungary

Jacoby, Alexis: University of Antwerp, Belgium USING ABSTRACTION LEVELS IN THE FRONT-END OF INNOVATION

Prescriptive process models for the Front-end of Innovation (FEI) have a very generic nature and can hardly cover the specific innovation context of the firm. Innovation activities can be technology driven or more market driven, can have an explorative nature or a more exploitative nature and can be performed in a large or a small company. All these elements impact the way firms move through the early stages of the innovation cycle. Based on qualitative and quantitative research, we suggest it is more important to provide practitioners with a framework that gives more insights on the rationale of the FEI, rather than to prescribe generic process steps, in order to determine a personalized approach for the early innovation stages a firm is facing. This paper describes a framework based on product abstraction levels that opens opportunities for clarifying the fuzziness of the FEI.

Author(s) Jacoby, Alexis: University of Antwerp, Belgium

Egan, John: University of Leeds, United Kingdom A LABOUR THEORY OF VALUE CREATION

The evolutionary knowledge theory of Karl Popper has been extended to the innovation domain by considering a value appreciation stage that follows on from knowledge and value creation. This paper now adapts the classical Labour Theory of Value (LTV) to interpret value appreciation as an essential thermodynamic driver of the evolutionary cycle, and hence of innovation itself. A model of a contemporary market situation indicates that if the innovative and replicative components of labour can be uncoupled, the LTV can apply throughout a conventional product life-cycle with a shift from innovation to replication with time. This life-cycle shift from the earliest stages of innovation through to purely repetitive activity provides a means to understand value creation in terms of the endeavour of the innovator and how this can appear in the performance of real organisations.

Author(s) Egan, John: University of Leeds, United Kingdom

Dooley, Lawrence: University College Cork, Rep. of Ireland OPEN INNOVATION AS A START-UP STRATEGY: TWO IRISH BORN GLOBAL FIRMS

Interest in open innovation has risen dramatically in recent years. However, much of that interest has centred on large-scale enterprises. The focus of this paper is to explore open innovation from an SME perspective and in particular the under-researched perspective of a born global firm. We seek firstly, to explore the viability of open innovation as a start-up strategy for two Irish born global firms within the ICT industry. Secondly, we examine the impact of certain contextual factors on the adoption of particular forms and modes of open innovation.

Author(s) Barrett, Gillian : University College Cork, Rep. of Ireland Dooley, Lawrence: University College Cork, Rep. of Ireland

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7.7: INNOVATION PERFORMANCE WEDNESDAY 0900 – 1030 FACILITATOR: LEONA FITZMAURICE GOLA ROOM LEVEL 1

Henttonen, Kaisa: Lappeenranta University of Technology, Finland APPROPRIATE PERFORMANCE MEASURES FOR INNOVATION AND DEVELOPMENT PROJECTS

We aim to establish whether the appropriateness of the measure is dependent on the type of innovation and development project concerned. What are the most appropriate performance measures for various types of projects? Our recommendations in this paper are based on the opinions of 169 knowledgeable professionals from a case company with a reputation for innovation. We used the instrument developed by Griffin and Page (1996) to collect the data. According to the results, the most appropriate measures of project-level success depend on the type of project. For example, projects focused on product, process and organisation/market innovation were geared more towards meeting time and budget constraints than environmental and research projects. In some cases, too, background characteristics such as the role of the evaluator as the team leader or a team member seem to be related to the choice of measures.

Author(s) Henttonen, Kaisa: Lappeenranta University of Technology, Finland Ojanen, Ville: Lappeenranta University of Technology, Finland Puumalainen, Kaisu : Lappeenranta University of Technology, Finland

Dabic, Marina: University of Zagreb, Faculty of Economics and Business, Croatia HOW EMPLOYEE PERSONAL VALUES' INFLUENCE ORGANIZATIONAL INNOVATIVENESS

Paper reports on the research into the ways employees' personal values influence the innovativeness of organizations. The paper deals with the process model of the invention-innovation-diffusion process (IIDP)/innovations, and enterprises' employees understanding of innovativeness in their enterprises, based on the selected values considered. It further examines the relationships between the important values of enterprises' employees and enterprises' innovativeness. The research of the four selected personal values of employees has revealed the differences in the perception of employees' innovativeness between Slovenia and Croatia. The paper concludes by testing the differences in the employees' selected personal values, regarding the impacts of: (1) the country of origin, (2) employees' work experience, and (3) employees' interaction effect; and by examining the personal values defining the construct of innovativeness, i.e.: (1) Creativity, (2)exciting life, (3)varied life, and (4) Ambition.

Author(s) Potočan, Vojko: University of Maribor, Faculty of Economics and Business, Slovenia Nedelko , Zlatko : University of Maribor, Faculty of Economics and Business, Slovenia Dabic, Marina: University of Zagreb, Faculty of Economics and Business, Croatia

Molnárné Konyha, Csilla: University of Miskolc, Hungary STRATEGY, PROCESS AND PRODUCT: FACTORS INFLUENCING MARKET SUCCESS OF INNOVATIONS

Identification of key drivers of new product or service success and analysis of their relations are very important for companies to be successful in their core markets. It is agreed in the international professional literature that firm strategy (marketing synergy, technology synergy, etc.), process characteristics (structures approach, predevelopment task proficiency, etc.) and product characteristics (product advantage, product meets costumer needs, etc.) all influence market success. Our main objective was to develop a complex model integrating the structural and process elements influencing market success of innovations. We empirically tested our model by structural equation modeling (SEM) and found that market success of innovations was highly determined by product characteristics, process characteristics and firm strategy. We also found that market success of innovations intensified the reactions of competitors.

Author(s) Molnárné Konyha, Csilla: University of Miskolc, Hungary Piskóti, István: University of Miskolc, Hungary Nagy, Szabolcs: University of Miskolc, Hungary Molnár, László: University of Miskolc, Hungary

Narasimhalu, Desai: Singapore Management University, Singapore MANAGING INNOVATION EFFICIENCY

Companies desire to manage the impact of their investments in research and development in general and innovation in particular most effectively from revenue, profit and brand positioning perspectives. While there are many approaches to R&D and innovation efficiencies at national, sectorial and company level, companies still do not have methods for managing innovation efficiencies at a fine grained level. A mechanism to understand the blocks in a company's innovation management process that need a fix is something a number of companies are looking for. This paper recommends an approach to defining and monitoring the metrics that can help a company better manage its innovation process and efficiencies. The quantitative measurable metrics allow for better measurement and management of innovation projects.

Author(s) Narasimhalu, Desai: Singapore Management University, Singapore

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7.8: PRODUCT INNOVATIONS WEDNESDAY 0900 – 1030 FACILITATOR: LEONID CHECHURIN BOARD ROOM LEVEL 4

Gadeib, Andera: Dialego AG, Germany SHAMROCK OR LUCKY CLOVER? DATAMINING FINDS DRIVERS OF PRODUCT INNOVATION

Every new product development process starts with identifying promising ideas. The challenge is to predict which of the ideas will be successful when prototypes or market launch are still in the distant future. Attempts to address the challenge are largely qualitative. This paper evaluates early predictors for product success in the consumer product industry by the means of data mining. Regression trees are induced from a benchmark database comprising 7,105 early-stage concepts evaluated by more than 1 million consumers over the past 12 years in Europe, Northern America, and Asia across different markets. Data mining facilitates the predictions of a response variable, namely in this case acceptance of a new product. The conclusion of this research is that that using a large data set allows for the identification of success factors. As a result, credibility and personal relevance of a product idea are the most important drivers for success.

Author(s) Gadeib, Andera: Dialego AG, Germany

Bauer, Robert: Weihenstephan-Triesdorf University of Applied Sciences, Germany ADAPTIVE HYBRID PREFERENCE MEASUREMENT METHODS IN PRODUCT INNOVATION

The inclusion of customers in the process of product development is essential for the diffusion of product innovations. Conjoint analysis is frequently used to measure preferences of (potential) customers. Adaptive choice-based conjoint analysis (ACBC) and hybrid individualized two-level choice-based conjoint analysis (HIT-CBC) were developed to improve standard conjoint analysis through additional interviewing techniques. The objective of our study was a direct comparison of these two adaptive hybrid methods. To do so, we analysed the previous comparative literature on these methods and used the results to conduct a Monte Carlo simulation and an empirical study for validity comparisons. The simulation study confirmed the vulnerability of HIT-CBC to producing incorrect ratings of respondents in the final part of the questionnaire. The empirical findings revealed that ACBC is superior to HIT-CBC. Overall, we recommend ACBC, although HIT-CBC might benefit from the suggested modifications.

Author(s) Bauer, Robert; Menrad, Klaus: Weihenstephan-Triesdorf University of Applied Sciences, Germany

Sattayaraksa, Tharnpas: Hatyai University, Thailand THE ROLES OF CEO TRANSFORMATIONAL LEADERSHIP ON PRODUCT INNOVATION

Grounded on the upper echelon theory, this paper aims to extend the understanding and validating of the framework that links CEO transformational leadership, key organizational factors and product innovation. The data collection was carried out through semi-structured interviews from five case studies of firms in Thailand. The case data were analyzed to seek any "pattern matching", which may explain the roles of CEO transformational leadership and organizational factors in affecting product innovation. The results revealed that CEO transformational leadership was found to be associated with innovation culture, innovation strategy, the new product development (NPD) process, and product innovation. CEO transformational leadership was not found to be related to organizational learning. This study can provide a perspective on how CEO transformational leadership indirectly influences product innovation through innovation culture, innovation strategy, and the NPD process in an emerging business environment.

Author(s) Sattayaraksa, Tharnpas: Hatyai University, Thailand Boon-itt, Sakun: Thammasat University, Thailand

Abramov, Oleg: Algorithm, Ltd. / GEN3 Partners, Russia TRIZ-ASSISTED STAGE-GATE PROCESS FOR DEVELOPING NEW PRODUCTS

This paper describes a method to improve innovation by integrating TRIZ tools into the Stage-Gate process. The problem now is that existing best industry practices for developing new products, in particular the Stage-Gate process, are still relatively inefficient. On the other hand, a method such as TRIZ, which is specifically directed at efficient innovation and could dramatically improve these practices, is underused. The proposed TRIZ-Assisted Stage-Gate process engages TRIZ tools throughout the entire development - from generating ideas for new products through developing production prototypes. This approach makes new product development significantly faster and reduces cost, thereby decreasing risks associated with development. In addition, it is easy to implement because it retains the general structure of the Stage-Gate process. The paper also includes a brief case study on the development of a novel Smart Antenna for WiFi systems to illustrate the practical implementation of the proposed method.

Author(s) Abramov, Oleg: Algorithm, Ltd. / GEN3 Partners, Russia

Hsu, Teresa Tiaojung: Cheng Shiu University, Taiwan IS COLLABORATION A PANACEA FOR PRODUCT INNOVATION IN TURBULENT ENVIRONMENTS?

In new product development (NPD) literature, product innovation has represented the focal point of competitive advantage for many firms. In order to achieve product innovation, firm must continuously generate, disseminate, and utilize new knowledge to their NPD activities. However, knowledge and resources are often widely diffused in an organization. This study focuses on the relationship between cross-functional collaboration and new product performance in the firms' NPD process. Cross-functional collaboration refers to the degree of cooperation of marketing, R&D, and other functional units in NPD process. Cross-functional collaboration enables firms to overcome resource constraints and balance competitive pressures, thus enhancing growth prospects. Authors analyze a sample drawn from Taiwanese manufacturing firms and find that (1) the effects of cross-functional collaboration on new product performance are mediated by KIMs, and that (2) the magnitude of the mediating effect of KIMs varies with the level of competitive intensity and technological turbulence.

Author(s) Hsu, Teresa Tiaojung: Cheng Shiu University, Taiwan

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7.9: INNOVATION CAPABILITIES WEDNESDAY 0900 – 1030 FACILITATOR: STEPHAN VON DELFT PURPLE HALL LEVEL -1

Oberg, Christina: Lund University, Sweden INNOVATION MANAGEMENT CAPABILITIES IN THE CREATIVE SECTOR

The creative sector is increasingly seen as a motor for innovation and new jobs. Still, research focus in the domain remains limited, while it is also suggested how the sector differs from other industries. As with any industrial sector, creative organizations need to renew themselves. Innovation management capabilities denote such abilities. In literature, it is suggested that these abilities are dependent on a number of organizational factors, but these expectedly differ by sector. The purpose of the paper is to synthesize current literature on innovation management capabilities in the creative sector. Findings point to a much more informal, flexible or organic approach to innovation in the creative sector. The heterogeneity of the sector further draws attention to how capabilities may have different characteristics also for different areas of a sector, and only partly be transferable among them.

Author(s) Oberg, Christina: Lund University, Sweden Adams, Richard: University of Exeter, United Kingdom Alexander, Allen: University of Exeter, United Kingdom

Thurnes, Christian: University of Applied Sciences Kaiserslautern, Germany Zeihsel, Frank: Synnovating GmbH, Germany INNOVATION-EVENTS ENRICHING EFFICIENT LEAN PRODUCT DEVELOPMENT PROCESSES

Many small and midsized companies are still searching for practical solutions for their innovation processes. The presented approach helps to create a practical innovation process that allows these companies to enhance a very strong new product development process from the Lean-Product-Development by adding and integrating innovation management elements. Core elements of the resulting innovation process are so called "events" - a special kind of teamwork-sessions, used in Lean Management since many decades. The integration of "Innovation-events" with "Lean-Events" enriches the lean product development process in a way, that it can be used by SME as a pragmatic innovation management process. The main focus of this paper lies on the illustration of the Innovation-events, that are designed by using the Lean-event working form on the one hand and contents mainly from the TRIZ-methodology on the other hand (TRIZ = Theory of inventive problem solving).

Author(s) Thurnes, Christian: University of Applied Sciences Kaiserslautern, Germany Zeihsel, Frank: Synnovating GmbH, Germany

Piirainen, Kalle: Technical University of Denmark, Denmark CAPABILITIES FOR OFFSHORE WIND SERVICES AROUND THE NORTH SEA

This paper addresses a growing gap between the policy practice of "Smart Specialization strategies" and its theoretical base. This paper develops a framework based on two strings of literature, regional branching thesis and innovation systems. Subsequently the framework is applied on a regional mapping exercise conducted in an EU funded 'Regions of Knowledge'-project that focuses on the Offshore Wind Service sector in four regions around the North Sea. The purpose is to illustrate how a strategy-making process can be guided by a few theory based principles in pursuing the goals of smart specialization. The findings support that regions differ in terms of knowledge assets, capabilities and capacity in different parts of the value chain and consequently build on different starting points for Smart Specialization strategies.

Author(s) Piirainen, Kalle: Technical University of Denmark, Denmark Tanner, Anne Nygaard: Technical University of Denmark, Denmark Alkærsig, Lars: Technical University of Denmark, Denmark Andersen, Per Dannemand: Technical University of Denmark, Denmark

Köller, Christoph: Görgen & Köller GmbH, Germany ENABLING INNOVATION - IMPROVING INNOVATION CAPABILITIES OF RESEARCH ORGANISATIONS

The commercialization of research results gains ever more importance for universities and PROs: The success of commercialization efforts is often part of internal evaluation procedures and in many cases access to "unrestricted money" is simply needed in order to keep a research institute economically viable. But the success of science commercialization mainly depends on two factors: 1. Innovative potential of the research results: Is the research marketable? Is there any demand on the market? 2. Innovative capability of the research organization itself: How capable is an institute to create innovations? Only little is known about the organizational factors that determine the commercialisation capabilities of a research institute. Therefore the talk will focus on the second perspective and report some results of the project "Enabling Innovation", conducted by DLR, Görgen & Köller GmbH, and RFH Cologne, funded by the German Ministry of Research and Education.

Author(s) Köller, Christoph: Görgen & Köller GmbH, Germany

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8.1: SERVICE INNOVATION 2 WEDNESDAY 1100 – 1230 FACILITATOR: SEIDALI KURTMOLLAIEV RED HALL LEVEL -1

Kortmann, Sebastian: Amsterdam Business School, Netherlands SERVICE FIRMS AND THEIR IDIOSYNCRATIC LEARNING BEHAVIOR Prior innovation management literature emphasizes the importance of balancing exploitative and exploratory knowledge sharing in the pursuit of sustainable competitive advantage. This capability is defined as ambidextrous organizational learning and involves the integration of internal and external knowledge sources. In case of service firms, where customers actively participate in the value creation process, the reconciliation of internal firm knowledge and external customer knowledge requires specific attention. Knowledge asymmetries resulting from different degrees of specialization can influence the extent to which firms benefit from integrating customers. Since professional service firms, such as law firms, management consultancies, or architecture firms reveal extreme degrees of specialized expertise, we build on the knowledge-based theory of the firm, the relational view of the firm, and agency theory to clarify the particular role of professional service firms in organizational ambidextrous learning. Author(s) Kortmann, Sebastian: Amsterdam Business School, Netherlands

Aas, Tor Helge: Norwegian School of Economics , Norway TOWARD A FRAMEWORK OF NEW SERVICE DEVELOPMENT PRACTICES

Different frameworks for New Service Development (NSD) practices have been suggested by prior conceptual research. By exploring the practices of NSD empirically, this paper continues the ongoing discussion of what the relevant dimensions of NSD practices are. The detailed practices identified by interviewing 20 employees, all with key roles in relation to NSD in five large Scandinavian service firms, about their NSD practices, are clustered into three aggregated overarching dimensions of NSD practices: 1) identifying needs, 2) assuring support and 3) dividing work. The findings suggest that the NSD process is the prime focus of NSD practices and that different resources are integrated into the different stages of the NSD process. The findings provide both managerial implications and implications for further research.

Author(s) Hydle, Katja: International Research Institute of Stavanger, Norway Aas, Tor Helge: Norwegian School of Economics , Norway Breunig, Karl Joachim : Oslo and Akershus University College of Applied Sciences, Norway

Pekkarinen, Saara: University of Oulu, Oulu Business School, Finland MODULARITY AND INNOVATION APPROPRIABILITY - VALUE APPROPRIATION OF SERVICE INNOVATIONS

Modularity and appropriability in service innovation are scarcely examined. We study isolating appropriability mechanisms utilized in modular systems for service innovation, reflecting the influences of service innovation characteristics and modularity on the possibilities to utilize different mechanisms. Service innovations, in general, can be protected against imitation with varying mechanisms, although intangibility and customer contacts limit usability of patents, tacitness, and secrecy, for example. Modularization changes the situation by removing some customer connections, but also making modules more imitable. Case study findings further indicate that organization-based modularity is connected especially to HRM-based protection, process modularity highlights use of secrecy and contracts, and service offering modularity with relatively well-observable elements requires wider range of mechanisms. Reciprocity-based modularity brings in tighter customer-interaction and subsequently need for HRM and contracts. Therefore, managers should carefully identify and consider the different forms of modularity in service innovation, the related knowledge risks, and remedies for those.

Author(s) Pekkarinen, Saara: University of Oulu, Oulu Business School, Finland Hurmelinna_Laukkanen, Pia: Oulu Business School, University of Oulu, Finland Ulkuniemi, Pauliina : Oulu Business School, University of Oulu, Finland

Grahsl, Isabella: A. T. Kearney (International) AG, Switzerland SERVITIZATION LOGICS FOR UTILITIES: A SYSTEMATIC APPROACH TO DEVELOP B2C-OFFERINGS

For decades, utilities had been commodity providers. Since the liberalization of the energy markets they have started to enlarge their business towards product-service bundles in order to better focus on customer needs, increase their sales, and improve their bottom line. Applying an exploratory multiple case study approach with five leading energy suppliers in Austria and Germany, we observed innovative approaches to provide so-called hybrid offers, based on the concept of servitization. Two distinct logics of how utilities develop hybrid offers are identified: (1) Additive-bundle (i.e., consists of two or more already existing single offerings), and (2) Synergetic-bundle (i.e., consists of two or more components that are integrated to provide a smart one-stop-shop solution). In addition, competences required to successfully develop and provide hybrid offerings were also identified. In total, our study helps utilities understand on how then can expand their offering portfolio well beyond their traditional core business.

Author(s) Grahsl, Isabella: A. T. Kearney (International) AG, Switzerland Velamuri, Vivek K : HHL Leipzig Graduate School of Management, Germany

Golovatchev, Julius: Detecon International GmbH / Deutsche Telekom Group, Germany COMPLEXITY MANAGEMENT OF INTELLIGENT PRODUCTS IN THE ENERGY & UTILITY

Energy& Utility sector has faced with significant changes in their value creation process over the last decade. Established companies in this industry face a tougher business environment, in which the capability to introduce innovative and intelligent products and services faster to the market becomes the key. As a consequence of the growing demand for tailored products and the dynamics of technological developments, the range of added value services offered by energy and utility companies will grow and become more complex. This increases the complexity of developing, selling and retiring products in consideration of quality, time and cost. In particular, the product complexity is increased through the diversity of the products and the dynamic of the market. In this paper an integrated approach for managing of intelligent products in the energy & utility sector is described. This approach will help utility companies to cope with the increasing level of complexity.

Author(s) Golovatchev, Julius: Detecon International GmbH / Deutsche Telekom Group, Germany Budde, Oliver: Germany

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8.2: OI & COLLABORATION (SIG): CAPABILITIES & COMPETENCIES WEDNESDAY 1100 – 1230 FACILITATOR: IRINA FIEGENBAUM GOLD HALL LEVEL -1

Cheng, Colin C.J.: National Kaohsuing First University of Science and Technology, Taiwan IDENTIFYING CAPABILITIES FOR OPEN INNOVATION ACTIVITIES

This study focuses on the research questions: which capabilities enable firms to successfully develop and implement open innovation activities. Based on literature review, a set of elements that comprise a firm's open innovation capabilities is identified. These elements include open innovation orientation, inbound open innovation capabilities, outbound open innovation capabilities, and coupled open innovation capabilities. Our initial findings show that some of these are quite generic (e.g., culture related), others are more specific and seem to be tied to specific categories of open innovation activities, (e.g., inbound, outbound, and coupled activities). In addition, the identification of open innovation capabilities help managers to understand what makes a firm effective in open innovation. This insight is necessary for managers who intend to increase the openness of their innovation strategies, or who aim for increasing the effectiveness of their current open innovation activities. Suggestions for managers and researchers are provided in the discussion.

Author(s) Cheng, Colin C.J.: National Kaohsuing First University of Science and Technology, Taiwan Huizingh, Eelko: University of Groningen, Netherlands

Nedon, Verena: Hamburg University of Technology, Institute for Technology and Innovation Management, Germany R&D EMPLOYEES' INTENTION TO EXCHANGE KNOWLEDGE WITHIN OPEN INNOVATION PROJECTS

The existing literature on open innovation strongly emphasizes on the organizational level, while neglecting the people side and especially the perspective of employees working in OI-projects. This study analyzes determinants of R&D employees' knowledge exchange in OI-projects by means of the theory of planned behavior (TPB) and a literature review regarding motivational factors influencing individuals' attitude toward knowledge exchange. An online survey amongst 133 R&D employees was conducted and data was analyzed through variance-based structural equation modeling (PLS). In our sample, subjective norm had by far the strongest impact on employees' intention to exchange their knowledge in OI-projects, although attitude and perceived behavioral control also showed highly significant and positive effects on intention. From all five identified motivational factors, enjoyment in helping was found to have the strongest influence on attitude, followed by intrinsic rewards and sense of self-worth. Extrinsic rewards and reciprocity did not show any effect on attitude

Author(s) Nedon, Verena: Hamburg University of Technology, Institute for Technology and Innovation Management, Germany Herstatt, Cornelius: Hamburg University of Technology, Institute for Technology and Innovation Management (W7), Germany

Dabrowska, Justyna: Lappeenranta University of Technology, Finland IDENTIFICATION OF COMPETENCES FOR OPEN INNOVATION

While academic research on open innovation is on the rise, the research areas focusing on required competencies specific to open innovation contexts are scarce. Yet, research in the area of competences for open innovation professionals is needed, because the adoption of OI practices by companies have brought new professional profiles and roles. Once company decides to open up its innovation process the new tasks and challenges emerge, and employees are no longer expected to have technical-scientific or managerial expertise only. This paper focuses on the human side of OI and identifies common competences for OI professionals in European countries. It is derived of the larger scale research project which focuses on identification of industrial needs for OI education in Europe. It presents the results of analysis of resent job offers related to OI and introduces the questionnaire with the aim to collect the data on industrial needs from European companies

Author(s) Dabrowska, Justyna: Lappeenranta University of Technology, Finland Podmetina, Daria: Lappeenranta University of Technology, Finland

Rosell, David: Linköping University, Sweden IMPLEMENTATION OF OPEN INNOVATION STRATEGIES - A BUYER-SUPPLIER PERSPECTIVE

Open innovation is a concept that has been discussed for more than a decade. However, there are relatively few studies related to implementation of open innovation. Barriers of implementation have been identified, but they are not related to the external knowledge searched for. This multiple-case study adds to current understanding of implementing open innovation strategies by focusing on the cooperation and coordination challenges when opening up for different types of supplier knowledge. Possible solutions and trade-offs between short-term goals and long-term openness are presented that take into consideration the character of knowledge and human behavior. By applying theories such as knowledge based view and transaction cost theories on empirical findings different explanations are sought that bring new insights into managing open innovation.

Author(s) Rosell, David: Linköping University, Sweden

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8.3: OI & COLLABORATION (SIG): STIMULATING INNOVATION WEDNESDAY 1100 – 1230 FACILITATOR: MARINA DABIC GREEN HALL LEVEL -1

Tseng, Fang-Mei: Yuan-Ze University,Taiwan, Taiwan WHY DOESN'T CO-CREATION WITH WELL-KNOWN BLOGGERS INCREASE NEW SERVICE PERFORMANCE?

The concepts of customers co-creating new products/services have recently been proposed. However, there is some research addressed cooperate with customers cannot lead to new product success. Well-known travel bloggers seem to be lead users. Therefore, the present study explores the moderate effects which affect the relationship between well-known bloggers co-create with travel product planers and new travel product development performance. A literature review and interviews were used to explore moderating factors, and hierarchical regression analysis was used to test their influence. Results from a study of 161 new travel product designers in Taiwan showed that the relationship between well-known bloggers co-creation and new travel product development performance is contingent upon the moderating effects of organizational culture and communication quality and was more sensitive when communication quality was lower.

Author(s) Tseng, Fang-Mei: Yuan-Ze University,Taiwan, Taiwan

Swan, Dan: QUT, Australia CREATIVE INTEROPERABILITY: MAPPING KNOWLEDGE NETWORKS BETWEEN GROUPS.

How do firms from different sectors, with different knowledge bases, combine to innovate? Specifically, how do creative firms co-create with firms from the education, mining and manufacturing sectors? We examine a funded intervention scheme comprising three cases, which each embedded a creative digital media firm in a firm from one of these other sectors (Swan and Hearn, forthcoming). Collaboration was facilitated within the intervention, and the subsequent knowledge flows were visualised through semantic network analysis software. Though the intervention is an artificial experiment in one sense, each group produced substantial commercial real-world outcomes. This paper seeks to theorise the network-effect results in terms of creative interoperability. We build this concept by drawing on the theory of semantic networks, structural holes (Burt, 1995) and structural folds (Vedres and Stark, 2010).

Author(s) Swan, Dan: QUT, Australia Hearn, Greg: QUT, Australia

Evald, Majbritt: University of Southern Denmark, Denmark Clarke, Ann H: University of Southern Denmark, Denmark INTEGRATION OF INNOVATION CONTEST IDEAS INTO TRADITIONAL BUSINESS INNOVATION PROCESSES

This paper deals with Innovation Contests (ICs), hosted by large firms, specifically offline ICs using internal non-experts (employees) as the main innovation source. Firms among other purposes use IC-ideas to promote themselves and to push their innovative capacity; we therefore argue in line with a call in the IC-literature that the way in which firms proceed with the outcomes of ICs, when these have been integrated, should be studied. We take this issue a step further, arguing that there is a need for broadening the understanding of the outcomes of the ICs in IC-literature. Based on an in-depth case study from a firm organising ICs since 2004, we show that ICs develop intrapreneurial mindsets among the participants. This type of outcome is considered just as important as new business ideas, as the changed mindsets work beyond the IC-period and is dispersed into the whole organisation afterwards

Author(s) Evald, Majbritt: University of Southern Denmark, Denmark Clarke, Ann H: University of Southern Denmark, Denmark

Zhu, Hangzi: University of Muenster, Germany INNOVATIVE BEHAVIOR TYPES AND THEIR INFLUENCE ON INDIVIDUAL CROWDSOURING PERFORMANCES

Crowdsourcing as a tool for idea generation has become popular for companies in the last few years. The aim of this research is to identify innovative behaviour types in an intra-organizational online ideation contest. Based on a survey with 75 employees of a specialty chemical company, we determined the degrees of personality severity of the two main factors - creativity and proactivity. Creativity seems to enhance the number of submitted ideas while proactive people's ideas seem to have greater chances of being pursued by the company. Four different personality combinations arise out of the empirical analysis that show specific performance types and is clustered into different activity roles, such as the follower, the proactive promotor, the creative innovator and the intrapreneur. This novel combination of crowdsourcing performance and innovative behaviour delivers new insights that enrich current understanding on the characteristics of internal crowds.

Author(s) Zhu, Hangzi: University of Muenster, Germany Djurjagina, Katharina: University of Muenster, Germany Leker, Jens: University of Muenster, Germany

Heitz, Miriam: Deutsche Bank, Germany GLOBAL OPEN INNOVATION AND CROWDSOURCING AT DEUTSCHE BANK

The presentation will elaborate on the topic of employee participation via crowdsourcing in an open innovation process. It will talk about the inclusion of a wide range of employees into innovation processes in order to identify internal experts and solving innovation challenges by with the 'wisdom of the crowd'. The case described shows the successful implementation of crowdsourcing and gives a credible account of challenges conducted with a crowd of employees touching on various topics from business related challenges to IT challenges. It gives insights into how a large distributed organisation can leverage crowdsourcing to identify a group of employees that contribute to solving business critical challenges because they are motivated by the task and are the most fit employees to solve the issue.

Author(s) Heitz, Miriam: Deutsche Bank, Germany

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8.4: INNOVATION IN SMES WEDNESDAY 1100 – 1230 FACILITATOR: LYNNE BENNINGTON BLASKETT HALL LEVEL 2

Ohrwall Ronnback, Anna: Linkoping University, Sweden THE INFLUENCE OF INNOVATION ON GROWTH IN ESTABLISHED SMES

The objective of this paper is to investigate the impact of innovation on growth in established SMEs, by comparing growth outcome, strategic orientation (type of offering and geographical market), and to what extent growth challenges are expressed in terms of innovation between more and less innovative firms. Results indicate that the relationship between innovation activities and economic performance are not immediately linked. It is also observed that the strategic orientation does not differentiate high-innovators from low-innovators. While some high-innovation companies provide products and services successfully on a local market, in close proximity with demanding customers, it is also observed that low-innovation companies reach out internationally, exploiting old innovations, today mainly incrementally refining product and supporting processes. The paper contributes with new insights into the growth challenges of established SMEs, and with a more multi-faceted picture of innovation management for company growth.

Author(s) Brege, Staffan: Linkoping University, Sweden Uddenberg, Anders: Linkoping University, Sweden Ohrwall Ronnback, Anna: Linkoping University, Sweden

Frawley, Nance: Faculty of Business and Law, Victoria University, Australia R&D TAX INCENTIVES AS A POLICY TOOL FOR SMALL BUSINESS

This study analyzes the need for appropriately targeted and designed government financial support for small businesses seeking to increase the level (number of innovations) and quality (more creative and original) of both process and product innovation. Many governments use tax incentives to encourage Research and Development (R&D). Yet, only a small number of governments provide additional support via the design of R&D tax incentives to small businesses. Consequently, very little has been written on the needs of small businesses in relation to R&D tax incentives or on the relationship between tax policy and entrepreneurship for SMEs. This study finds that small businesses offer untapped potential to improve a nation and specific regions in terms of innovation performance. First, because in all developed economies there are a very large number of businesses that are small, with many having the potential to be creative and innovative. Second, because small businesses offer many advantages over larger businesses in terms of organisational flexibility and adaptability.

Author(s) Frawley, Nance: Faculty of Business and Law, Victoria University, Australia Courvisanos, Jerry: Faculty of Business, Federation University Australia, Australia

Peutz, Murk: Equator Research bv, Netherlands ENABLING INCLUSIVE GROWTH IN SMES BY WORKPLACE INNOVATION

Small and Medium sized Enterprises (SMEs) are only slowly committing to workplace innovation, although the link between productivity and sustainable employability is well established. To enhance their efforts, SMEs have increasingly been targeted by intermediaries and policy makers. This paper presents the results of a specific project in this field. Over 300 SMEs have been consulted, and their progress with the topic is reported. Holistic tools like a growth scan have been combined with case-by-case consulting. An evaluation was conducted by means of analysis of survey data. SMEs main incentive to join is improving employee satisfaction, i.e. the 'happy worker'. Innovations are sparked in organization, empowerment, development and appraisal systems, but less so in employee health related areas. The combination of scanning and consulting drives changes in attitudes and behaviour, as well as interventions and results. Professionals and policymakers can use these insights to help enhance sustainable employability in SMEs

Author(s) Peutz, Murk: Equator Research bv, Netherlands Eurlings, Willo : Syntens, Netherlands

Altenburger , Reinhard: IMC University of Applied Sciences Krems, Austria SUSTAINABLE PRODUCT AND SERVICE INNOVATION: EVIDENCE FROM AUSTRIAN SMES

Climate change, energy and resource issues as well as the impact of pollution on health, social security and economic activity will inevitably lead to changes in the business environment, relative costs and competitive advantage. This presentation is focused on sustainable innovation process in Austrian SMEs. The significance of networks and cooperation are also made subject of discussion. Research findings highlight SMEs' sustainable innovations are mainly driven by values. These values held by management influence the direction and the outcomes of the innovation process. Our research supports SMEs gain an innovative edge through the integration of stakeholder groups and the consideration of current challenges and trends as well as the needs of society. It demonstrates the influence of social and environmental responsibility on all phases of the innovation process.

Author(s) Altenburger , Reinhard: IMC University of Applied Sciences Krems, Austria Gaissberger, Christine: IMC University of Applied Sciences Krems, Austria

Aramo-Immonen, Heli: Tampere University of Technology, Finland INNOVATION DIFFUSION IN SME NETWORKS - SUSTAINABILITY VIA GREEN ICT

The aim of the presented green ICT project is primarily to start new and advance existing innovation development in SME networks, secondly to accelerate innovation diffusion in B2B networks and thirdly to improve the operational environment of enterprises through green ICT solutions that support sustainable development. Various technology development projects - and also ideas for further projects - have arisen as a result of this project. In order to answer our research question - how to improve innovation diffusion in SME networks in collaboration with academia -in this article we introduce an academia-driven innovation management model and green ICT pilot case. In the conceptual part of this paper we discuss the process of innovation diffusion and the mediator's role in value creation for SME networks.

Author(s) Aramo-Immonen, Heli: Tampere University of Technology, Finland Leppäniemi, Jari: Tampere University of Technology, Finland Soini, Jari: Tampere University of Technology, Finland

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8.5: STRATEGIC FORESIGHT, STRATEGIC AGILITY & FUTURE ORIENTATION 4 (SIG) WEDNESDAY 1100 – 1230 FACILITATOR: SCOTT ERICKSON ACHILL HALL LEVEL 2

Sautter, Bjoern: Steinbeis-Europa-Zentrum, Germany STRATEGIC GUIDANCE IN CLUSTERS FOR BUSINESS SUCCESS IN FUTURE MARKETS

Enabling "Innovation for Sustainable Economy & Society" (ISPIM Conference topic) strongly relies on systemic and integrative approaches, which are key to strategically align future-oriented research and innovation activities at multiple levels, from business to political governance level. In our paper we present an integrated, forward-looking and outward-looking approach of combined strategic policy intelligence and management tools, which aims at effectively addressing the challenges arising at the various levels in a synchronized way. We use the case study of the German "Spitzen" (Leading-Edge) cluster MicroTEC Südwest - an industry-driven technology and innovation network with about 350 actors - to show, how this approach can help to concretize politically formulated Grand Societal Challenges in future market opportunities and business models, and vice versa, how it can help businesses to influence the development of the larger innovation ecosystems, which they need to contribute effectively to a sustainable economy and society.

Author(s) Sautter, Bjoern: Steinbeis-Europa-Zentrum, Germany Clar, Guenter: Steinbeis-Europa-Zentrum, Germany

Heger, Tobias: University of Potsdam, Germany A THEORETICAL MODEL FOR NETWORKED FORESIGHT

Research on corporate foresight has been analyzing organizations' capabilities to scan, interpret and facilitate information from the political, economical and legal environment, in society and in technology. The aim is to prepare and transform the organization adequately to survive in the face of potentially disruptive changes, to benefit as much as possible from them and to give favorable directions to changes. Rather recently, collaborative foresight in various shapes was brought into the focus. The resource-based-view and its extensions, the relational view, organizational aspiration theories, and research on corporate foresight have yet to be integrated. In this article we aim at developing an initial theoretical model for networked foresight. We argue that networks and its partners can benefit from a network approach to foresight, depending on the partners' resource and asset bases, their organizational aspirations for and commitment to the network, and their capabilities-especially absorptive capacities and relational capabilities.

Author(s) Heger, Tobias: University of Potsdam, Germany

Kriz, Alexandra: University of Sydney, Australia LEARNING ABOUT AMBIDEXTROUS INNOVATION THROUGH SPORT: AN ANALOGOUS DYNAMIC SYSTEM

We adopt sport as an analogy for business to understand the role of the dynamic capability of ambidexterity in hypercompetition. Ambidexterity refers to the ability to undertake explorative and exploitative innovation simultaneously. The Australian Football League (AFL) has been selected as a constrained but live and real dynamic system to illustrate important elements of ambidexterity in hypercompetitive environments. We focus on what, if any, lessons we can learn from sporting codes like the AFL in terms of understanding the role of the dynamic capability of ambidexterity and innovation management. Through our case study analysis of the Brisbane Lions as a powerhouse premiership team, we argue the AFL and particularly premiership teams, become a living lab and close proxy for an open system and for building appropriate strategic insights into analogous organisations.

Author(s) Kriz, Anton: University of Newcastle, Australia Kriz, Alexandra: University of Sydney, Australia Voola, Ranjit: University of Sydney, Australia

Jensen, Karina: NEOMA Business School, France LEADING GLOBAL INNOVATION THROUGH COLLABORATIVE STRATEGY-MAKING

The rapid commercialization of products and the impact of global competition have created difficulty in sustaining product innovation. The capacity to act on consumer insights and reconfigure resources dynamically requires a flexible and responsive network. This requires organizations to leverage global and local team knowledge in order to improve strategic planning and execution of new products worldwide. How can MNCs effectively conceive and execute innovation strategies for international markets? In responding to this research question, a qualitative study has been conducted concerning the role of cross-cultural collaboration for front end innovation, involving interviews with 105 global project leaders at 36 MNCs with headquarters based in Europe, Asia, and North America. Through the development of a model, the study identifies leadership behaviors that influence team success in conceiving and executing innovation strategies for international markets.

Author(s) Jensen, Karina: NEOMA Business School, France

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8.6: EARLY-STAGE INNOVATION 2 (SIG) WEDNESDAY 1100 – 1230 FACILITATOR: PAUL ELLWOOD ARAN ROOM LEVEL 1

Wellner, Konstantin: Technical University Hamburg-Harburg, Germany DETERMINANTS OF USER INNOVATOR BEHAVIOR IN THE SILVER MARKET

The existing research on the behavior of user innovators has focused almost exclusively on younger users. In light of the demographic shift and the increasing importance of the "Silver Market" segment (customers 55 years plus), we analyzed whether important determinants of user innovator behavior (use experience, product knowledge, technical expertise, and the lead user components) exert the same influence among older users. We conducted a study in the camping and caravanning industry and included 333 respondents from 19 to 86 years. The innovator share among older users was slightly lower (43 % vs. 57 %). While use experience and product knowledge turned out less important for older users in our sample, technical expertise materialized as the most important determinant. Additionally, being ahead of trend is stronger related to dissatisfaction with existing products among older users. We found additional evidence that users with high use experience suffer from functional fixedness.

Author(s) Wellner, Konstantin: Technical University Hamburg-Harburg, Germany Herstatt, Cornelius: Technical University Hamburg-Harburg, Germany

Lambertus, Thorsten: Fraunhofer Venture, Germany Keckl, Matthias: Fraunhofer Venture, Germany CROSSING THE VALLEY OF DEATH - FRAUNHOFER FOSTERS HIGH-TECH ENTREPRENEURSHIP

The phase between research and successful innovation is known as the valley of death due to multiple barriers impeding this transformation. Therefore, a major problem for almost all research institutions or also companies that heavily rely on R&D is to transform the massive technological potential into innovations. The Fraunhofer-Gesellschaft, Europe's largest institution for application-oriented research, and its 67 research institutes is facing that very problem. Fraunhofer Venture and its new initiative "Fraunhofer fosters ideas" (FFI) aims at tackling this problem by stimulating entrepreneurial thinking and acting within Fraunhofer. By creating awareness for innovation, supporting Fraunhofer researchers in generating ideas and transforming them into business models, the FFI teams works on building up an intrapreneurship ecosystem. After nearly one year of experience with activities dedicated to this purpose, FFI shares its insights and lessons learned.

Author(s) Lambertus, Thorsten: Fraunhofer Venture, Germany Keckl, Matthias: Fraunhofer Venture, Germany Bauer , Julia: Fraunhofer Venture, Germany Schmalfuß, Björn: Fraunhofer Venture, Germany

Kristiansen, Jimmi Normann: Aalborg University, Denmark REVIEWING RADICAL INNOVATION TYPOLOGY: REMEDYING INNOVATION TYPE CONFUSION

This article shows that the innovation typology within innovation management is confusing and inconsistent. Specifically, this review targets the radical end of the innovation continuum (Veryzer, 1998), where 9 related innovation types are identified. This article demonstrates, through the characteristics (attributes) of each innovation type, how we can begin to distinguish between types, in order to determine whether they in fact are different or not. This is achieved through a literature review within the radical end of innovation management literature review, including 83 different definitions of innovation types in the radical end of the innovation continuum. The article finds that the current typology is overly complex and argues that this potentially leads to parallel- and inefficient research efforts. The article demonstrates the true differences in the typology set through a structured review, and shows scholars how to detect whether innovation types are different or not.

Author(s) Kristiansen, Jimmi Normann: Aalborg University, Denmark Gertsen, Frank: Aalborg University, Denmark

Schweitzer, Fiona: FH OÖ Forschungs & Entwicklungs GmbH, Austria THE ROLE OF TECHNICAL REFLECTIVENESS AND NARRATIVE TRANSPORTATION IN IDEATION

The paper investigates the role of narrative transportation i.e., a vivid mental image of a new product concept, in increasing the consumer's ability to provide valuable improvement suggestions for radically new products. In a quasi-experiment with 253 participants, we demonstrate that narrative format helps consumers to compensate for a lack of actual product experience through a vivid mental experience of the really new product concept and that critical thoughts mediate the effect. The underlying process is similar to the process for technologically reflective consumers (i.e., consumers who tend to reflect on new technological products and the products' potential consequences for society). These findings suggest that innovation managers can benefit from integrating consumers in the concept development phase of radical innovation projects by using narratives. Also, technologically reflective consumers could be used. Both approaches evoke narrative transportation that puts consumers in the position to provide more creative concept improvement suggestions.

Author(s) Schweitzer, Fiona: FH OÖ Forschungs & Entwicklungs GmbH, Austria Rau, Christiane: FH OÖ Studienbetriebs GmbH, Austria van den Hende, Ellis: TU Delft, Netherlands

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8.7: MEASURING INNOVATION WEDNESDAY 1100 – 1230 FACILITATOR: JOANNE HYLAND GOLA ROOM LEVEL 1

Karlsson, Helena: Mälardalens University / Munktell Science Park, Sweden QUALITY IN INNOVATION MANAGEMENT AUDITING

Innovation management auditing (IMA) is valuable to assess innovation capability. A review of literature shows that research-based IMA-models are few and considerable variations in IMA-related research and models exist. Quality of different models is often unclear or limited. Purpose of this paper is to clarify the basis for valid and reliable auditing. Findings point to that there are different aims and purposes of IMA; measuring, learning about or changing innovation capability as well as improved business performance through capability enhancement. Different aims imply different focus and formulation of quality to be achieved through IMA-efforts. A quality framework for IMA is discussed and developed based on aims and the trustworthiness (validity, reliability and objectivity) in achieving respective aims. The framework is proposed as a way to assess quality of different models, as a guide to enhance quality through research, and for practitioners to use models and tools in a quality-conscious way.

Author(s) Lindhult, Erik : Mälardalens University, Sweden Karlsson, Helena: Mälardalens University / Munktell Science Park, Sweden Öberg, Christina: Lunnd University / University of Exeter, Sweden Bessant, John: University of Exeter, United Kingdom Johansson, Peter E: Mälardalens University, Sweden

Petraite, Monika: Kaunas Univeristy of Technology, Lithuania ORGANIZING AND MONITORING INNOVATION: LINKING PROCESSES, DESIGN, AND STRATEGY

The link between process organization and monitoring issues for innovation is a moving target in innovation management literature and practice. The changing nature of innovation modes requires a different focus in innovation process organization and monitoring in order to ensure innovation management effectiveness, speed, and maintain strategic focus. In addition, "leanness" as a concept is penetrating contemporary business and organizational design studies and practice, and the need for lean but precise innovation management techniques calls for new models for organizing and monitoring innovation in business. Very little is still understood on how particular set of innovation organization and monitoring activities affect the development of actual innovation processes within and organization. At this level it is important to understand the link between certain innovation processes and innovation micro foundations in the organization (supporting learning and knowledge exchanges for innovation) and organizing and monitoring practices.

Author(s) Petraite, Monika: Kaunas Univeristy of Technology, Lithuania Janiunaite, Brigita : Kaunas University of Technology, Lithuania Cibulskas, Gintautas: Kaunas University of Technology, Lithuania

Hajikhani, Arash: Lappeenranta University of Technology, Finland SOCIAL NETWORK SERVICES AS A HIGH POTENTIAL INDICATOR FOR MEASURING INNOVATION

Innovation as a wide concept, includes many dimensions. Thus, measuring innovation seems to be a difficult task to be performed. Measuring innovation is a crucial issue, since the business growth and profitability in the knowledge era depend on innovation. The aim of present research is to investigate innovation measurements with a focus on those involving customer views. Social media networks became a dominant communication platform between final users and companies. User-generated content (UGC) in social media will be introduced as a source of information to measure innovation. The data was collected from the Twitter website over a one-year period. Afterwards, an opinion mining technique was utilized to understand the polarity of tweets. The results revealed that UGC can be considered as an indicator for innovation evaluation purposes. A positive correlation has been observed between the major ranking indexes such as Forbes and the overall public opinion about that particular company.

Author(s) Hajikhani, Arash: Lappeenranta University of Technology, Finland Porras, Jari: Lappeenranta University of Technology, Finland Melkas, Helinä: LUT Lahti School of Innovation, Finland

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8.8: PUBLIC INNOVATION AND INNOVATION SYSTEMS WEDNESDAY 1100 – 1230 FACILITATOR: BYOUNG SOO KIM BOARD ROOM LEVEL 4

Woeran, Bruno: LUT - Lappeenranta University of Technology, Finland INNOVATION POLICIES AND SME FUNDING THROUGHPUT - LACK OR LOSS?

Lack of funding opportunities for SMEs within EU (Horizon2020) and other innovation policy programmes' subsequent funding schemes, national and transnational, shows the actual outcome for SMEs - by definition the stronghold and creators for innovation, incremental and disruptive - ends in a non-performance for funding. Next step is validating existing systems in Singapore, Malaysia, Queensland, Australia and the new SME stream of H2020 in AT/FI/PT; Qualitative interviews with entrepreneurs, investors and innovation support specialists. Little to none research is done currently. The Portuguese survey is a first step to compare innovation policies and impact of funding schemes on a qualitative study. Increasing SME innovation output (Chesbrough 2011etal) is a vital factor for growth and economic development. As shown in the crisis period 2008-2010 those economies continued quicker turnaround and growth providing measures for employment, alternative financing or funding schemes (i.e. tax-incentive reduction to short-time working hours as in AT).

Author(s) Woeran, Bruno: LUT - Lappeenranta University of Technology, Finland Catarino, Marta: TecMinho - University of Minho, Portugal

Kriz, Anton: University of Newcastle, Australia PUBLIC SECTOR INNOVATION CHAMPIONS SERVING MULTIPLE MASTERS FROM MULTIPLE LEVELS

Champions emerge from different functional areas and hierarchical levels. Innovation champions reside at middle management levels and push innovation from the bottom-up. Conversely, champions of innovation are generally senior managers who support innovation from the top-down. An interesting anomaly in the current literature is that seldom are both levels of championing discussed. Importantly here the focus is also on how innovation champions and champions of innovation behave at different hierarchical levels, and how their behaviours may differ in the context of the Australian Public Service (APS). Fourteen face-to-face semi-structured interviews were conducted with innovation champions, champions of innovation and key informants within three medium and large APS agencies. Case study findings were comparable to how champion behaviour is portrayed in the literature. However, when the behaviours of innovation champions and champions of innovation were contrasted, important variances emerged including the addition of what has been termed a leader of innovation.

Author(s) Denness, Bonnie: University of Newcastle, Australia Kriz, Anton: University of Newcastle, Australia McGregor, Courtney: University of Newcastle, Australia

Ochojski, Artur: University of Economics in Katowice, Poland INNOVATIVE SOLUTIONS TO MANAGEMENT OF LOCAL PUBLIC SERVICES AND INFRASTRUCTURE

Driven by various glocalised economic, technological and social pressures, the organisation and the provision of local services have become rather complex for public policies. At the same time, long- and medium term responses taken by policy-makers, public service operators and local managers target extensively the management of supply focused on enriched value and more evidently intensive pursuit of social, green and public innovation. The research on that aspect matures relatively fast however, the issue of transferability of innovative solutions to management of public services and infrastructures has not been widely recognized. This paper reports on an attempt to investigate innovative business models architecture that applied to local public sector activities bring new opportunities to challenge the pressures and adapt effective practices. The transferability of innovative solutions is questioned within the framework of the business models. The investigation has been made under the strategic project of Central Europe Programme called ADAPT2DC.

Author(s) Ochojski, Artur: University of Economics in Katowice, Poland Baron, Marcin: University of Economics in Katowice, Poland Polko, Adam: University of Economics in Katowice, Poland Warzecha, Katarzyna: University of Economics in Katowice, Poland

Kanda, Wisdom: Linköping University, Sweden BOOSTING ECO-INNOVATION: THE ROLE OF PUBLIC SUPPORT ORGANIZATIONS

This paper uses a multidisciplinary and systematic review of 45 journal articles and two case interviews to investigate the role of public support organizations in the development of eco-innovations. Even though eco-innovations are regarded as a driving force within sustainable development, entrepreneurs developing such innovations face barriers such as lack of some technical expertise, limited financial, time and human resources. Generally, two aspects are needed for eco-innovation support i.e. support for technology as well as business development. The selected public support organizations offered business development support through networking, bridging and financing. However, preliminary findings on their current support activities indicate bridging to other actors who can provide technical expertise such as environmental impact assessment and eco-design could be a promising addition to business development. Potential further research includes deeper empirical investigations on the role of public support actors in the development of eco-innovations.

Author(s) Kanda, Wisdom: Linköping University, Sweden Hjelm, Olof: Linköping University, Sweden Bienkowska, Dzamila : Linköping University, Sweden

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Presenter & Co-presenter Index Aas, Tor Helge: Norwegian School of Economics , Norway - Session 8.1: Service

Innovation 2 Abramov, Oleg: Algorithm, Ltd. / GEN3 Partners, Russia - Session 7.8: Product

Innovations Abu El-Ella, Nagwan: HHL Leipzig Graduate School of Management - Session 5.3: OI &

Collaboration (SIG) Afshar Jahanshahi , Asghar - ARDS 4 Agogué, Marine: Mines ParisTech, France - Session 5.6: Creativity IN Innovation 2 Albats, Ekaterina: Lappeenranta University of Technology, Finland - Session 6.2: OI &

Collaboration (SIG): Systems Alinikula, Petteri: Nokia, Finland - Session 1.6: Innovation for Sustainable and Inclusive

Growth Almpanopoulou, Argyro: Lappeenranta University of Technology, Finland - Session 7.1:

Service Innovation 1 Altenburger , Reinhard: IMC University of Applied Sciences Krems, Austria - Session

8.4: Innovation in SMEs Antikainen, Maria: VTT, Finland - Session 3.2: OI & Collaboration (SIG): Customers Aramo-Immonen, Heli: Tampere University of Technology, Finland - Session 8.4:

Innovation in SMEs Ashurst, Colin: Newcastle University Business School, United Kingdom - ARDS 3 August, Hans-Juergen: Siemens Convergence Creators, Austria - Session 4.6: Creativity

IN Innovation 1 Baccarne, Bastiaan: iMinds - MICT - Ghent University, Belgium - Session 2.7: Living

Labs 2 (SIG) Bader, Karoline: Zeppelin University, Germany - Session 5.1: Business model change

and innovation (SIG) Baiyere, Abayomi: University of Turku, Finland - Session 2.6: Innovation for

Sustainable and Inclusive Growth 2 Baron, Marcin: University of Economics in Katowice, Poland - Session 7.3: OI &

Collaboration (SIG): Clusters & Systems Bauer, Robert: Weihenstephan-Triesdorf University of Applied Sciences, Germany -

Session 7.8: Product Innovations Beck, Mathias: University of Zurich, Switzerland - Session 1.6: Innovation for

Sustainable and Inclusive Growth Bennington, Lynne: Australian Catholic University, Australia - Session 2.1: Managing IT

Capabilities for Innovation and value Bergset, Linda: Borderstep Institut GmbH, Germany - ARDS 6 Bessant, John: University of Exeter Business School, United Kingdom - Session 5.3: OI

& Collaboration (SIG) Bialic-Davendra, Magdalena: Tomas Bata University in Zlin, Czech Republic - Session

7.3: OI & Collaboration (SIG): Clusters & Systems Bidmon, Christina Melanie: Universität Hamburg, Germany - Session 4.1: Business

Models 2 (SIG) Bluguermann, Veronica: DESMA + Citymart, Denmark - Session 6.4: Innovation

Training, Teaching & Coaching 2 (SIG) Boisselier, Yves: MAC-Team aisbl, Belgium - Session 7.4: Innovation for Sustainable

SocietieS Boman, Magnus: SICS, Sweden - Session 7.5: Strategic Foresight, Strategic Agility &

Future Orientation 3 (SIG) Boyer, Charline: Confederation Construction, Belgium - Session 1.6: Innovation for

Sustainable and Inclusive Growth Brandtner, Patrick: University of Applied Sciences Upper Austria, Austria - Session 5.5:

Strategic Foresight, Strategic Agility & Future Orientation 1 (SIG) Brankaert, Rens: Eindhoven University of Technology, Netherlands - Session 2.7: Living

Labs 2 (SIG) Breitenmoser, Pablo: ETH Zurich, Switzerland - Session 7.5: Strategic Foresight,

Strategic Agility & Future Orientation 3 (SIG) Brem, Alexander: University of Southern Denmark, Denmark - ARDS 4 Brem, Alexander: University of Southern Denmark, Denmark - Session 5.6: Creativity

IN Innovation 2 Breßler, Julia: TU Chemnitz, Germany - ARDS 5 Breuer, Henning: University of Applied Sciences for Media, Communication and

Management, Germany - Session 1.1: Sustainable Business Models Breunig, Karl Joachim: Oslo and Akershus University College, Norway - Session 4.3: OI

& Collaboration (SIG): Intermediaries & Information Buse, Stephan: Hamburg University of Technology, Germany - Session 6.2: OI &

Collaboration (SIG): Systems Bysted, Rune: Aarhus University, Denmark - Session 5.4: Strategic Innovation Training,

Teaching & Coaching 1 (SIG) Castilho, Marcelo: PUCPR, Brazil - Session 5.2: OI & Collaboration (SIG): Collaboration Chasanidou, Dimitra: SINTEF ICT, Norway - ARDS 5 Cheng, Colin C.J.: National Kaohsuing First University of Science and Technology,

Taiwan - Session 8.2: OI & Collaboration (SIG): Capabilities & Competencies Chiaroni, Davide: Politecnico di Milano, Italy - Session 4.3: OI & Collaboration (SIG):

Intermediaries & Information Chou, Hsin-Hui: National Cheng Kung University, Taiwan - Session 3.3: OI &

Collaboration (SIG): Transformation & Composition Clarke, Ann H: University of Southern Denmark, Denmark - Session 8.3: OI &

Collaboration (SIG): Stimulating Innovation Coorevits, Lynn: iMinds-MICT-UGent, Belgium - Session 2.7: Living Labs 2 (SIG) Cravenna, Bianca: United Nations Industrial Development Organization, Austria -

Session 7.3: OI & Collaboration (SIG): Clusters & Systems Dabic, Marina: University of Zagreb, Faculty of Economics and Business, Croatia -

Session 7.7: Innovation Performance

Dabrowska, Justyna: Lappeenranta University of Technology, Finland - Session 8.2: OI & Collaboration (SIG): Capabilities & Competencies

Dacko, Scott: Warwick Business School, United Kingdom - ARDS 1 Daellenbach, Urs: Victoria University of Wellington, New Zealand - Session 3.2: OI &

Collaboration (SIG): Customers Deák, Csaba: National Innovation Office, Hungary - Session 7.3: OI & Collaboration

(SIG): Clusters & Systems Del Rio, Pablo: CSIC, Spain - ARDS 1 Dell, Michael: Ratio Strategy and Innovation Consulting GmbH, Austria - Session 3.6:

Sustainability-driven Innovations Donnellan, Brian: National University of Ireland Maynooth, Rep. of Ireland - ARDS 3 Dooley, Lawrence: University College Cork, Rep. of Ireland - Session 7.6: Early-stage

Innovation 1 (SIG) Dőry, Tibor: Széchenyi István University, Hungary - Session 7.6: Early-stage Innovation

1 (SIG) Echardour, Pascal: MAC-Team aisbl, Belgium - Session 7.4: Innovation for Sustainable

SocietieS Eckartz, Silja: TNO, Netherlands - Session 2.1: Managing IT Capabilities for Innovation

and value Edamura, Kazuma: National Institute of Science and Technology Policy, Japan - Session

5.3: OI & Collaboration (SIG) Egan, John: University of Leeds, United Kingdom - Session 7.6: Early-stage Innovation

1 (SIG) Ehls, Daniel: TUHH, Germany - Session 2.3: OI & Collaboration (SIG): Platforms &

Approaches Eidam, Sebastian: University of Münster, Germany - Session 2.3: OI & Collaboration

(SIG): Platforms & Approaches Erickson, Scott: Ithaca College, USA - Session 7.5: Strategic Foresight, Strategic Agility

& Future Orientation 3 (SIG) Eurich, Markus: ETH Zurich, Switzerland - Session 2.2: OI & Collaboration (SIG):

International & Online Eurich, Markus: ETH Zurich, Switzerland - Session 7.5: Strategic Foresight, Strategic

Agility & Future Orientation 3 (SIG) Evald, Majbritt: University of Southern Denmark, Denmark - Session 8.3: OI &

Collaboration (SIG): Stimulating Innovation Faber, Edward: Thales RT - T-Xchange, Netherlands - Session 7.5: Strategic Foresight,

Strategic Agility & Future Orientation 3 (SIG) Fiegenbaum, Irina: Lappeenranta University of Technology, Finland - Session 5.3: OI &

Collaboration (SIG) Fitzmaurice, Leona: The UAB Institute for Innovation and Entrepreneurship, USA -

Session 5.2: OI & Collaboration (SIG): Collaboration Frawley, Nance: Faculty of Business and Law, Victoria University, Australia - Session

8.4: Innovation in SMEs Furuhjelm, Jorgen: Saab Aeronautics, Sweden - Session 6.7: Innovation Methods Gadeib, Andera: Dialego AG, Germany - Session 7.8: Product Innovations Garrett-Jones, Sam: University of Wollongong, Australia - Session 3.6: Sustainability-

driven Innovations Gelhard, Carsten: University of Muenster, Germany - Session 3.2: OI & Collaboration

(SIG): Customers Georges, Annabel: iMinds-MICT-UGent, Belgium - Session 1.7: Living Labs 1 (SIG) Golnam, Arash: EPFL, Switzerland - Session 3.1: Business Models 1 (SIG) Golovatchev, Julius: Detecon International GmbH / Deutsche Telekom Group,

Germany - Session 8.1: Service Innovation 2 Gowanit, Chupun: Technopreneurship and Innovation Management Program,

Chulalongkorn University, Thailand - ARDS 3 Grahsl, Isabella: A. T. Kearney (International) AG, Switzerland - Session 8.1: Service

Innovation 2 Großmann, Anne-Marie: Technische Universität Berlin, Germany - Session 2.5:

Transferring Knowledge for Innovation 2 (SIG) Grundström, Christina: Linköping University, Dpt. of Mgmt and Engineering, Sweden -

Session 6.3: OI & Collaboration (SIG) Gryszkiewicz, Lidia: CRP Henri Tudor, Luxembourg - ARDS 1 Guertler, Matthias R.: Technische Universität München - Session 7.2: OI &

Collaboration (SIG): Stakeholders & Collaboration Gusenbauer, Michael: JKU Linz, Austria - ARDS 6 Hahn, Rüdiger: University of Kassel, Germany - Session 1.1: Sustainable Business

Models Hajikhani, Arash: Lappeenranta University of Technology, Finland - Session 8.7:

Measuring Innovation Hanebuth, Andrea: Technische Universitaet Bergakademie Freiberg, Germany -

Session 2.2: OI & Collaboration (SIG): International & Online Hartnett, Margaret: SIVIRRI, Rep. of Ireland - Session 1.5: Transferring Knowledge for

Innovation 1 (SIG) Heger, Tobias: University of Potsdam, Germany - Session 8.5: Strategic Foresight,

Strategic Agility & Future Orientation 4 (SIG) Heil, Sebastian: Zeppelin University, Germany - Session 6.1: Business Model

Innovation and Corporate Entrepreneurship Heitz, Miriam: Deutsche Bank, Germany - Session 8.3: OI & Collaboration (SIG):

Stimulating Innovation Henttonen, Kaisa: Lappeenranta University of Technology, Finland - Session 7.7:

Innovation Performance Hilbig, Romy: Fraunhofer MOEZ, Germany - Session 4.1: Business Models 2 (SIG) Hinkkanen, Juha: Lappeenranta University of Technology, Finland - Session 4.2: OI &

Collaboration (SIG): Technology Co-operation Hsieh, Kuo-Nan (Nick): Yuan Ze University, College of Management, Taiwan - Session

3.5: Transferring Knowledge for Innovation 3 (SIG)

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Hsu, Teresa Tiaojung: Cheng Shiu University, Taiwan - Session 7.8: Product Innovations Hurmelinna-Laukkanen, Pia: University of Oulu, Oulu Business School, Finland -

Session 1.5: Transferring Knowledge for Innovation 1 (SIG) Hussain, Mohsan: Aston University, United Kingdom - ARDS 2 Hyslop, Katie: WU University of Economics and Business Vienna, Austria - Session 6.3:

OI & Collaboration (SIG) Jacoby, Alexis: University of Antwerp, Belgium - Session 7.6: Early-stage Innovation 1

(SIG) Järvi, Henna: Lappeenranta University of Technology, Finland - ARDS 6 Järvi, Kati: Lappeenranta University of Technology, Finland - Session 4.6: Creativity IN

Innovation 1 Jensen, Karina: NEOMA Business School, France - Session 8.5: Strategic Foresight,

Strategic Agility & Future Orientation 4 (SIG) Jeong, Yujin: Dongguk University, Korea, Republic of - Session 7.1: Service Innovation 1 Jissink, Tymen: Aarhus University, Denmark - Session 5.5: Strategic Foresight, Strategic

Agility & Future Orientation 1 (SIG) Johnsson, Mikael: Blekinge Institute of Technology, Sweden - Session 5.4: Strategic

Innovation Training, Teaching & Coaching 1 (SIG) Juneseuk, Shin: Sungkyunkwan University, Korea, Republic of - Session 6.5: Strategic

Foresight, Strategic Agility & Future Orientation 2 (SIG) Kamprath, Martin: University of Potsdam, Germany - Session 3.1: Business Models 1

(SIG) Kanda, Wisdom: Linköping University, Sweden - Session 8.8: Public Innovation and

Innovation Systems Karlsson, Helena: Mälardalens University / Munktell Science Park, Sweden - Session

8.7: Measuring Innovation Kautonen, Mika: University of Tampere, Finland - Session 3.5: Transferring Knowledge

for Innovation 3 (SIG) Kenneally, Jim: Intel Labs Europe, Rep. of Ireland - Session 2.1: Managing IT

Capabilities for Innovation and value Kim, Jeeeun: Ajou University, Korea, Republic of - ARDS 4 Kliewe, Daniel: Fraunhofer-Institute for Production Technologie IPT, Germany -

Session 7.2: OI & Collaboration (SIG): Stakeholders & Collaboration Klimas, Patrycja: University of Economics in Katowice, Poland - Session 5.2: OI &

Collaboration (SIG): Collaboration Köller, Christoph: Görgen & Köller GmbH, Germany - Session 7.9: Innovation

Capabilities Kortelainen, Samuli: Lappeenranta University of Technology, Finland - Session 5.3: OI

& Collaboration (SIG) Kortmann, Sebastian: Amsterdam Business School, Netherlands - Session 8.1: Service

Innovation 2 Kortmann, Sebastian: University of Amsterdam, Netherlands - Session 3.2: OI &

Collaboration (SIG): Customers Kosonen, Miia: Online Community Specialist, Finland - Session 5.6: Creativity IN

Innovation 2 Kowalski, Markus: IMA/ZLW & IfU RWTH Aachen University, Germany - ARDS 4 Kraemer, Katja: FAU Erlangen-Nuremberg, Germany - Session 3.5: Transferring

Knowledge for Innovation 3 (SIG) Krawczyk, Piotr: JAMK University of Applied Sciences, Finland - Session 1.7: Living Labs

1 (SIG) Kristiansen, Jimmi Normann: Aalborg University, Denmark - Session 8.6: Early-stage

Innovation 2 (SIG) Kriz, Alexandra: University of Sydney, Australia - Session 8.5: Strategic Foresight,

Strategic Agility & Future Orientation 4 (SIG) Kriz, Anton: University of Newcastle, Australia - Session 8.8: Public Innovation and

Innovation Systems Kunert, Sebastian: artop - Associated Institute at Humboldt-University Berlin,

Germany - Session 6.7: Innovation Methods Kurtmollaiev, Seidali: NHH - Norwegian School of Economics, Norway - ARDS 3 Labedzka, Joanna: Institutue for Sustainable Technologies - National Research

Institute, Poland - ARDS 2 Laitinen, Jukka: Laurea University of Applied Sciences, Finland - Session 5.5: Strategic

Foresight, Strategic Agility & Future Orientation 1 (SIG) Lambertus, Thorsten: Fraunhofer Venture, Germany - Session 8.6: Early-stage

Innovation 2 (SIG) Lampela, Hannele: Lappeenranta University of Technology, Finland - Session 5.1:

Business model change and innovation (SIG) Langenberg, Lars: Pumacy Technologies AG, Germany - Session 5.4: Strategic

Innovation Training, Teaching & Coaching 1 (SIG) Langer, Sarah: Technische Universität Chemnitz, Germany - ARDS 1 Leker, Jens: University of Muenster, Germany - Session 3.2: OI & Collaboration (SIG):

Customers Lemay, Margaret: University of Toronto, Canada - Session 7.4: Innovation for

Sustainable SocietieS Leminen, Seppo: Laurea University of Applied Sciences, Finland - Session 2.7: Living

Labs 2 (SIG) Lillehagen, Frank: Commitment AS, Norway - Session 2.6: Innovation for Sustainable

and Inclusive Growth 2 Lin, Chih-Cheng: University of Southern Denmark, Denmark - Session 3.3: OI &

Collaboration (SIG): Transformation & Composition Lindhult, Erik: Mälardalen University, Sweden - Session 7.1: Service Innovation 1 Lizarralde, Iban: ESTIA, France - Session 4.1: Business Models 2 (SIG) Logghe, Sara: iMinds-MICT-Ugent, Belgium - Session 1.7: Living Labs 1 (SIG) Longo, M. Cristina: Dept. of Economics and Business, University of Catania, Italy -

Session 4.1: Business Models 2 (SIG) Løwe Nielsen, Suna: University of Southern Denmark, Denmark - Session 6.4:

Innovation Training, Teaching & Coaching 2 (SIG) Madsen, Arne Stjernholm: Novo Nordisk A/S, Denmark - Session 6.5: Strategic

Foresight, Strategic Agility & Future Orientation 2 (SIG)

Maisch, Bettina: Siemens Ltd. China, Corporate Technology, China - Session 6.4: Innovation Training, Teaching & Coaching 2 (SIG)

Matheus, Thomas: NA, United Kingdom - Session 3.5: Transferring Knowledge for Innovation 3 (SIG)

Maunula, Melina: Lappeenranta University of Technology, Finland - Session 1.1: Sustainable Business Models

Mazurkiewicz, Adam: Institute for Sustainable Technologies - National Research Institute, Poland - Session 6.7: Innovation Methods

McCarthy, Killian: University of Groningen, Netherlands - Session 4.5: Transferring Knowledge for Innovation 4 (SIG)

Mead, Taryn: School of Business, University of Exeter, United Kingdom - ARDS 4 Meewella, John: University of Oulu, Finland - Session 3.3: OI & Collaboration (SIG):

Transformation & Composition Mention, Anne-Laure: CRP Henri Tudor, Luxembourg - Session 3.2: OI & Collaboration

(SIG): Customers Mets, Tõnis: Centre for Entrepreneuship University of Tartu, Estonia - Session 6.3: OI

& Collaboration (SIG) Mietzner, Dana: University of Applied Sciences Wildau, Germany - Session 6.4:

Innovation Training, Teaching & Coaching 2 (SIG) Mikkonen, Karri: Lappeenranta University of Technology, Finland - Session 7.2: OI &

Collaboration (SIG): Stakeholders & Collaboration Minderhoud, Simon: Philips Innovation Services - Industry Consulting, Netherlands -

Session 3.3: OI & Collaboration (SIG): Transformation & Composition Molnárné Konyha, Csilla: University of Miskolc, Hungary - Session 7.7: Innovation

Performance Moon, Sunwoo: Technical University of Berlin / KIST Europe, Germany - Session 5.2: OI

& Collaboration (SIG): Collaboration Moore, Heather: The Shape of Things, Germany - Session 6.5: Strategic Foresight,

Strategic Agility & Future Orientation 2 (SIG) Mousavi, Seyedesmaeil: VU University Amsterdam, Netherlands - Session 2.5:

Transferring Knowledge for Innovation 2 (SIG) Mueller, Christiana: Graz University of Technology, Austria - Session 5.1: Business

model change and innovation (SIG) Müller, Britta: FOM Hochschule für Oekonomie und Management, Germany - Session

2.2: OI & Collaboration (SIG): International & Online Narasimhalu, Desai: Singapore Management University, Singapore - Session 7.7:

Innovation Performance Natalicchio, Angelo: Politecnico di Bari, Italy - Session 4.2: OI & Collaboration (SIG):

Technology Co-operation Nedon, Verena: Hamburg University of Technology, Germany - Session 8.2: OI &

Collaboration (SIG): Capabilities & Competencies Oberg, Christina: Lund University, Sweden - Session 7.9: Innovation Capabilities Ochojski, Artur: University of Economics in Katowice, Poland - Session 8.8: Public

Innovation and Innovation Systems Ohrwall Ronnback, Anna: Linkoping University, Sweden - Session 8.4: Innovation in

SMEs Olander, Heidi: Lappeenranta University of Technology, Finland - Session 1.5:

Transferring Knowledge for Innovation 1 (SIG) Paju, Sami: Aalto University, Finland - Session 5.7: Innovation Management Pakhomova, Liubov: Graduate School of Management SPbU, Russia - ARDS 2 Pallot, Marc: Nottingham University Business School, France - Session 2.2: OI &

Collaboration (SIG): International & Online Parida, Vinit: Luleå University of Technology , Sweden - Session 7.1: Service Innovation

1 Patala, Samuli: Lappeenranta University of Technology, Finland - Session 1.1:

Sustainable Business Models Patricio, Rui: ContinueToGrow, Portugal - Session 5.7: Innovation Management Pekkarinen, Saara: University of Oulu, Oulu Business School, Finland - Session 8.1:

Service Innovation 2 Pellikka, Jarkko: Nokia Corporation, Finland - Session 1.6: Innovation for Sustainable

and Inclusive Growth Peltola, Tero: Tampere university of technology, Finland - Session 1.5: Transferring

Knowledge for Innovation 1 (SIG) Pertuzé, Julio: Pontificia Universidad Catolica de Chile, Chile - ARDS 5 Petraite, Monika: Kaunas Univeristy of Technology, Lithuania - Session 8.7: Measuring

Innovation Peutz, Murk: Equator Research bv, Netherlands - Session 8.4: Innovation in SMEs Piirainen, Kalle: Technical University of Denmark, Denmark - Session 7.9: Innovation

Capabilities Pinter, Djordje: AIT Austrian Institute of Technology GmbH, Austria - Session 5.5:

Strategic Foresight, Strategic Agility & Future Orientation 1 (SIG) Podmetina, Daria: Lappeenranta University of Technology, Finland - Session 2.3: OI &

Collaboration (SIG): Platforms & Approaches Poteralska, Beata: Institute for Sustainable Technologies - National Research Institute,

Poland - ARDS 2 Radic, Marija: Fraunhofer MOEZ, Germany - ARDS 3 Radziwon, Agnieszka: University of Southern Denmark, Denmark - Session 6.3: OI &

Collaboration (SIG) Rakhmatullin, Ruslan: European Commission, Spain - Session 6.2: OI & Collaboration

(SIG): Systems Randrianasolo-Rakotobe, Hanitra: Institut Polytechnique LaSalle Beauvais, France -

Session 7.4: Innovation for Sustainable SocietieS Rau, Christiane: University of Applied Sciences Upper Austria, Austria - Session 7.4:

Innovation for Sustainable SocietieS Rhisiart, Martin: University of South Wales, United Kingdom - Session 2.6: Innovation

for Sustainable and Inclusive Growth 2 Riedl, Angelika: Student, Austria - Session 7.1: Service Innovation 1 Riedl, Michael: Fraunhofer Italia, Italy - Session 6.5: Strategic Foresight, Strategic

Agility & Future Orientation 2 (SIG)

91

Robbins, Peter: NUI Maynooth, Rep. of Ireland - Session 6.7: Innovation Methods Robijt, Sarie: iMinds-SMIT VUB, Belgium - Session 2.7: Living Labs 2 (SIG) Rodríguez Miranda, Néstor: UPM, Spain - Session 4.5: Transferring Knowledge for

Innovation 4 (SIG) Rönnberg Sjödin, David: Luleå University of Technology , Sweden - Session 7.1: Service

Innovation 1 Rosell, David: Linköping University, Sweden - Session 8.2: OI & Collaboration (SIG):

Capabilities & Competencies Roszkowska-Śliż, Maria: Warsaw School of Economics, Poland - ARDS 5 Russell, Bill: Exeter University Business School, United Kingdom - ARDS 2 Saito, Hiromi: Chiba univ, Japan - ARDS 4 Salmelin, Bror: European Commission, Belgium - ARDS 5 Salminen, Vesa: Lappeenranta University of Technology, Finland - Session 3.6:

Sustainability-driven Innovations Sandström, Christian: Chalmers University of Technology, Sweden - Session 1.4:

Entrepreneurship Santonen, Teemu: Laurea University of Applied Sciences, Finland - Session 5.4:

Strategic Innovation Training, Teaching & Coaching 1 (SIG) Sato, Chie: Biztech Inc., Japan - ARDS 1 Sattayaraksa, Tharnpas: Hatyai University, Thailand - Session 7.8: Product Innovations Saur-Amaral, Irina: IPAM, Portugal - Session 4.3: OI & Collaboration (SIG):

Intermediaries & Information Sautter, Bjoern: Steinbeis-Europa-Zentrum, Germany - Session 8.5: Strategic

Foresight, Strategic Agility & Future Orientation 4 (SIG) Sbragia, Roberto: USP, Brazil - Session 2.5: Transferring Knowledge for Innovation 2

(SIG) Scaringella, Laurent: ESC Rennes School of Business, France - ARDS 6 Schiltz, Laurent: Confederation Construction, Belgium - Session 1.6: Innovation for

Sustainable and Inclusive Growth Schlage, Fabian: Nokia Solutions and Networks , Germany - Session 2.3: OI &

Collaboration (SIG): Platforms & Approaches Schmidt, Jochen: EBS Universität für Wirtschaft und Recht, Germany - Session 6.1:

Business Model Innovation and Corporate Entrepreneurship Schneckenberg, Dirk: ESC Rennes School of Business, France - ARDS 6 Schneider, Sabrina: EBS Universität für Wirtschaft und Recht, EBS Business School,

Germany - Session 5.1: Business model change and innovation (SIG) Schnellbaecher, Benedikt: EBS Universität für Wirtschaft und Recht, Germany -

Session 2.5: Transferring Knowledge for Innovation 2 (SIG) Schreiber, Carolin: HHL Leipzig Graduate School of Management, Germany - Session

1.4: Entrepreneurship Schuster, Gerd: University of Erlangen-Nuremberg, Germany - Session 2.6: Innovation

for Sustainable and Inclusive Growth 2 Schwarzlose, Julia: University of Muenster, Germany - Session 2.6: Innovation for

Sustainable and Inclusive Growth 2 Schweitzer, Fiona: FH OÖ Forschungs & Entwicklungs GmbH, Austria - Session 8.6:

Early-stage Innovation 2 (SIG) Schweitzer, Fiona: University of Applied Sciences Upper Austria, Austria - Session 7.4:

Innovation for Sustainable SocietieS Seidel, Jan: Leuphana University of Lüneburg, Germany - ARDS 1 Seppänen, Marko: Tampere University of Technology, Finland - Session 1.6:

Innovation for Sustainable and Inclusive Growth Shen, Yung-Chi: National Chiayi University, Taiwan - Session 4.5: Transferring

Knowledge for Innovation 4 (SIG) Sikimic, Uros: Politecnico di Milano, Italy - Session 4.5: Transferring Knowledge for

Innovation 4 (SIG) Smirnova, Maria: Saint Petersburg State University , Russia - Session 7.2: OI &

Collaboration (SIG): Stakeholders & Collaboration Smulders, Oscar: Minase, Netherlands - Session 6.1: Business Model Innovation and

Corporate Entrepreneurship Som, Oliver: Fraunhofer ISI, Germany - Session 1.6: Innovation for Sustainable and

Inclusive Growth Spieth, Patrick: EBS University, Germany - Session 1.1: Sustainable Business Models Spieth, Patrick: University of Kassel, Germany - Session 5.1: Business model change

and innovation (SIG) Storvang, Pia: University of Southern Denmark, Denmark - Session 6.4: Innovation

Training, Teaching & Coaching 2 (SIG) Strazdas, Rolandas: International Business School of Vilnius University, Lithuania -

Session 4.6: Creativity IN Innovation 1 Swan, Dan: QUT, Australia - Session 8.3: OI & Collaboration (SIG): Stimulating

Innovation Taherizadeh, Amir: Université du Québec à Montréal, Canada - ARDS 5 Taipale-Erävala, Kyllikki: Lappeenranta University of Technology, Finland - Session 5.1:

Business model Tandrup, Thomas: The Technical University of Denmark, Denmark - Session 4.3: OI &

Collaboration (SIG): Intermediaries & Information Tarkus, Astrid: evolaris next level GmbH, Austria - Session 1.7: Living Labs 1 (SIG) Täuscher, Karl: Fraunhofer MOEZ, Germany - Session 3.1: Business Models 1 (SIG) Teplov, Roman: Lappeenranta University of Technology, Finland - Session 4.6:

Creativity IN Innovation 1 Tervonen, Nina: Lappeenranta University of Technology, Finland - Session 5.7:

Innovation Management Thawesaengskulthai, Natcha: Industrial Engineering Department, Faculty of

Engineering, Chulalongkorn University, Thailand - ARDS 3 Thurnes, Christian: University of Applied Sciences Kaiserslautern, Germany - Session

7.9: Innovation Capabilities Tietz, Rigo: FHS St.Gallen, Switzerland - ARDS 6 Trifilova, Anna: University of Exeter, Business school, United Kingdom - Session 1.4:

Entrepreneurship Tschimmel, Katja: ESAD, Portugal - ARDS 4

Tseng, Fang-Mei: Yuan-Ze University,Taiwan, Taiwan - Session 8.3: OI & Collaboration (SIG): Stimulating Innovation

van der Steege, Madeleine: Synquity, Netherlands - Session 1.4: Entrepreneurship Van Lancker, Jonas: ILVO, Belgium - Session 6.2: OI & Collaboration (SIG): Systems van Wulfen, Gijs: FORTH Innovation Method, Netherlands - Session 5.6: Creativity IN

Innovation 2 Vandenbroucke, Karel: iMinds-MICT-University of Ghent, Belgium - Session 1.7: Living

Labs 1 (SIG) Velamuri, Vivek K: HHL Leipzig Graduate School of Management, Germany - Session

6.1: Business Model Innovation and Corporate Entrepreneurship Vishnevskiy, Konstantin: National Research University Higher School of Economics,

Russia - ARDS 2 vom Stein, Nicole: University of Muenster, Germany - Session 4.2: OI & Collaboration

(SIG): Technology Co-operation von Delft, Stephan: University of Muenster, Germany - Session 3.6: Sustainability-

driven Innovations von Stamm, Bettina: Innovation Leadership Forum, United Kingdom - Session 1.4:

Entrepreneurship von Stamm, Bettina: Innovation Leadership Forum, United Kingdom - Session 3.6:

Sustainability-driven Innovations Weber, Christina: SCE University of Applied Sciences Munich, Germany - Session 4.2:

OI & Collaboration (SIG): Technology Co-operation Wellner, Konstantin: Technical University Hamburg-Harburg, Germany - Session 8.6:

Early-stage Innovation 2 (SIG) Winterhalter, Stephan: Institute of Technology Management at the University of

St.Gallen , Switzerland - Session 5.7: Innovation Management Woeran, Bruno: LUT - Lappeenranta University of Technology, Finland - Session 8.8:

Public Innovation and Innovation Systems Yoneyama, Shigemi: Gakushuin University, Japan - Session 5.3: OI & Collaboration

(SIG) Zeihsel, Frank: Synnovating GmbH, Germany - Session 7.9: Innovation Capabilities Zhang, Stephen: Pontifical Catholic University of Chile, Chile - ARDS 4 Zhang, Stephen: Pontificia Universidad Catolica de Chile, Chile - ARDS 5 Zhu, Hangzi: University of Muenster, Germany - Session 8.3: OI & Collaboration (SIG):

Stimulating Innovation Zuluaga, Diego: INNCOMP, Colombia - Session 3.1: Business Models 1 (SIG)

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DELEGATE LIST The list is ordered by surname and is correct at time of printing: 1 June 2014.

Aas, Tor Helge Norwegian School of Economics Norway Abramov, Oleg Algorithm, Ltd. / GEN3 Partners Russia Abu El-Ella, Nagwan HHL Leipzig Graduate School of Management Germany Afshar Jahanshahi, Asghar Pontifical Catholic University of Chile Chile Agogué, Marine Mines ParisTech France Albats, Ekaterina Lappeenranta University of Technology Finland Alexander, Allen University of Exeter Business School United Kingdom Alinikula, Petteri Nokia Finland Almirall, Esteve FUNDACION ESADE Spain Almpanopoulou, Argyro Lappeenranta University of Technology Finland Altenburger, Reinhard IMC University of Applied Sciences Krems Austria Antifaev, Elaine Bird in the Hand Enterprises Inc Canada Antikainen, Maria VTT Finland Antoni, Györgyi Eötvös Loránd University Hungary Aramo-Immonen, Heli Tampere University of Technology Finland August, Hans-Juergen Siemens Convergence Creators Austria Baccarne, Bastiaan iMinds-MICT-UGent Belgium Bader, Karoline Zeppelin Universität gemeinnützige GmbH Germany Baiyere, Abayomi University of Turku Finland Bansemir, Bastian BMW Group Germany Baron, Marcin University of Economics in Katowice Poland Bauer, Julia Fraunhofer Venture Germany Bauer, Robert Weihenstephan-Triesdorf University Germany Beck, Mathias University of Zurich Switzerland Bennington, Lynne Australian Catholic University Australia Bergset, Linda Borderstep Institut gGmbH Germany Bergström, Johan AB Centek Sweden Bessant, John University of Exeter United Kingdom Bialic-Davendra, Magdalena Tomas Bata University in Zlin Czech Republic Bidmon, Christina Melanie University of Hamburg Germany Bitran, Iain ISPIM United Kingdom Bluguermann, Veronica DESMA + Citymart Denmark Boccucci, Luciano NSE CONSULTING Italy Boisselier, Yves MAC-Team aisbl Belgium Boman, Magnus SICS Sweden Boronowsky, Michael TZI - Universitaet Bremen Germany Boyer, Charline Confederation Construction Belgium Brandtner, Patrick University of Applied Sciences Upper Austria Austria Brankaert, Rens Eindhoven University of Technology Netherlands Breitenmoser, Pablo ETH Zurich Switzerland Brem, Alexander University of Southern Denmark Germany Breßler, Julia TU Chemnitz Germany Breuer, Henning HMKW Berlin / UXBerlin Germany Breunig, Karl Joachim Oslo and Akershus University College Norway Buljubasic, Tomislav Siemens Convergence Creators d.o.o. Croatia Buse, Stephan Hamburg University of Technology Germany Butler, Aoife Elizabeth Alston & Bird LLP USA Butler, Brendan EMC Rep. of Ireland Bysted, Rune Aarhus University Denmark Caldeira, Jose INESC Porto Portugal Castilho, Marcelo Pontifical Catholic University of Paraná Brazil Charles, David University of Strathclyde United Kingdom Chartofylax, Aikaterini Himalaya Travel SA Greece Chasanidou, Dimitra SINTEF ICT Norway Chechurin, Leonid Lappeenranta University of Technology Finland Cheng, Colin C.J. National Kaohsuing First University of Science and Technology Taiwan Chiaroni, Davide Politecnico di Milano Italy Chou, Hsin-Hui National Cheng Kung University Taiwan Clarke, Ann H University of Southern Denmark Denmark Conn, Steffen ISPIM United Kingdom Coorevits, Lynn iMinds-MICT-UGent Belgium Cravenna, Bianca United Nations Industrial Development Organization Austria Curley, Martin Intel Corporation Rep. of Ireland Dory, Tibor Széchenyi István University Hungary Dabic, Marina University of Zagreb, Faculty of Economics and Business Croatia Dabrowska, Justyna Lappeenranta University of Technology Finland

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Dacko, Scott Warwick Business School United Kingdom Daellenbach, Urs Victoria University of Wellington New Zealand Daly, Kieran Health Beacon Rep. of Ireland Deák, Csaba National Innovation Office Hungary Del Rio, Pablo CSIC Spain Dell, Michael ratio | innoveering | WIFI Austria Austria Deutsch, Christophe En Mode Solutions Canada Dew, Rob Coriolis Innovation Pty Ltd Australia Di Minin, Alberto Scuola Superiore Sant Anna Italy Di Resta, Ellen Becton Dickinson USA Dingli, Sandra University of Malta Malta Dobayova, Katerina CzechInvest Czech Republic Docherty, Chris Imaginatik United Kingdom Domkute, Jovita Ministry of Economy Lithuania Donnellan, Brian National University of Ireland Maynooth Rep. of Ireland Dooley, Lawrence University College Cork Rep. of Ireland Du, Jingshu Vlerick Business School Belgium Durand, Stephane Moy Park United Kingdom Echardour, Pascal MAC-Team aisbl Belgium Eckartz, Silja TNO Netherlands Edamura, Kazuma NISTEP Japan Egan, John University of Leeds United Kingdom Ehls, Daniel TUHH Germany Eidam, Sebastian University of Muenster Germany Ellwood, Paul University of Liverpool United Kingdom Enkel, Ellen Zeppelin Universität gemeinnützige GmbH Germany Erickson, Scott Ithaca College USA Eurich, Markus ETH Zürich Switzerland Evald, Majbritt University of Southern Denmark Denmark Faber, Edward Thales RT - T-Xchange Netherlands Fagan, Graham BT Ireland Rep. of Ireland Faivre, Denis Worldline France Farrell, David ISPIM United Kingdom Fiegenbaum, Irina Lappeenranta University of Technology Finland Fitzmaurice, Leona The UAB Institute for Innovation and Entrepreneurship USA Formica, Piero NUI Maynooth Rep. of Ireland Frawley, Nance Victoria University Australia Furuhjelm, Jorgen Saab Aeronautics Sweden Gadeib, Andera Dialego AG Germany Gailly, Benoit Louvain School of Management Belgium Gallucci, Francesco RSE S.p.A. Italy Garcia Escarre, Rafael Orbita97 Innovation Company Spain Garrett-Jones, Sam University of Wollongong Australia Garrod, Carl Imaginatik United Kingdom Gassmann, Oliver University of St. Gallen, ITEM-HSG Switzerland Gelhard, Carsten University of Muenster Germany Georges, Annabel iMinds-MICT-UGent Belgium Gertsen, Frank Aalborg University Denmark Glynn, Paul Davra Networks Rep. of Ireland Golnam, Arash EPFL Switzerland Golovatchev, Julius Detecon International GmbH / Deutsche Telekom Group Germany Gowanit, Chupun Muangthai Insurance PLC Thailand Grahsl, Isabella A. T. Kearney (International) AG Switzerland Gransden, Kate GSK United Kingdom Griesar, Klaus Merck KGaA Germany Großmann, Anne-Marie Technische Universität Berlin Germany Gruel, Wolfgang Daimler Mobility Services GmbH Germany Grundström, Christina Linköping University Sweden Gryszkiewicz, Lidia CRP Henri Tudor Luxembourg Guertler, Matthias R. Technische Universität München Germany Gusenbauer, Michael JKU Linz Austria Hafkesbrink, Joachim innowise GmbH Germany Hahn, Rüdiger University of Kassel Germany Hajikhani, Arash Lappeenranta University of Technology Finland Hanebuth, Andrea Technische Universitaet Bergakademie Freiberg Germany Hartnett, Margaret SIVIRRI Rep. of Ireland Haslam, Christian Aalborg University Denmark Hearn, Greg Queensland University of Technology Australia Hegedűs, Fanni National Innovation Office Hungary Heger, Tobias EIT ICT Labs Germany GmbH Germany Heil, Sebastian Zeppelin Universität gemeinnützige GmbH Germany Heitz, Miriam Deutsche Bank Germany

94

Henry, Hubert Bord na Mona plc Rep. of Ireland Henttonen, Kaisa Lappeenranta University of Technology Finland Hilbig, Romy Fraunhofer MOEZ Germany Hinkkanen, Juha Lappeenranta University of Technology Finland Hohl, Eberhard University of Applied Sciences Ravensburg-Weingarten Germany Hovis, Jeff Product Genesis USA Hsieh, Kuo-Nan (Nick) Yuan Ze University Taiwan Hsu, Teresa Tiaojung Cheng Shiu University Taiwan Huizingh, Eelko University of Groningen Netherlands Hurmelinna-Laukkanen, Pia University of Oulu, Oulu Business School Finland Hussain, Mohsan Aston University United Kingdom Hyland, Joanne rInnovation Group USA Hyslop, Katie WU University of Economics and Business Vienna Austria Ishii, Yasuyuki Tokyo University of Science Japan Istrat, Visnja OISPG Belgium Jacoby, Alexis University of Antwerp Belgium Jancoras, Zilvinas Vilnius Gediminas Technical University Lithuania Järvi, Henna Lappeenranta University of Technology Finland Järvi, Kati Lappeenranta University of Technology Finland Jeanrenaud, Sally University of Exeter United Kingdom Jensen, Karina NEOMA Business School France Jeong, Yujin Dongguk University Korea, Republic of Jissink, Tymen Aarhus University Denmark Johansson, Pär AB Centek Sweden Johnsson, Mikael Blekinge Institute of Technology Sweden Jones, Tim Future Agenda United Kingdom Juneseuk, Shin Sungkyunkwan University Korea, Republic of Kamau, Felix ESAMI Tanzania Kamprath, Martin University of Potsdam Germany Kanda, Wisdom Linköping University Sweden Karkutyte, Evelina Ministry of Economy Lithuania Karlsson, Helena Mälardalen University Sweden Kautonen, Mika University of Tampere Finland Keckl, Matthias Fraunhofer Venture Germany Kenneally, Jim IVI Rep. of Ireland Kim, Byoung Soo Korea Institute of S&T Evaluation and Planning Korea, Republic of Kim, Jeeeun Ajou University Korea, Republic of Kim, Yun Sungkyunkwan University Korea, Republic of Kimaro, Melkizedeki ESAMI Tanzania Kliewe, Daniel Fraunhofer IPT Germany Klimas, Patrycja University of Economics in Katowice Poland Klink, Hilmar Evonik Industries AG Germany Köller, Christoph Görgen & Köller GmbH Germany Kooij, Robert TNO/TU Delft Netherlands Koria, Ritin United Nations Industrial Development Organization Austria Kortelainen, Samuli Lappeenranta University of Technology Finland Kortmann, Sebastian Amsterdam Business School Netherlands Kosonen, Miia Online Community Specialist Finland Kowalski, Markus IMA/ZLW RWTH Aachen University Germany Kraemer, Katja FAU Erlangen-Nuremberg Germany Krawczyk, Piotr JAMK University of Applied Sciences Finland Krill, Jerry JHU/APL USA Kristiansen, Jimmi Normann Aalborg University Denmark Kriz, Alexandra The University of Sydney Australia Kriz, Anton University of Newcastle Australia Kunert, Sebastian Associated Institute at Humboldt-University Berlin Germany Kurtmollaiev, Seidali NHH - Norwegian School of Economics Norway Kutvonen, Antero Lappeenranta University of Technology Finland Labedzka, Joanna National Research Institute Poland Laitinen, Jukka Laurea University of Applied Sciences Finland Lakhani, Milan Konica Minolta Inc. United Kingdom Lambertus, Thorsten Fraunhofer Venture Germany Lampela, Hannele Lappeenranta University of Technology Finland Langenberg, Lars Pumacy Technologies AG Germany Langer, Sarah Technische Universität Chemnitz Germany Leclerc, Olivier Alcatel-Lucent France Leker, Jens University of Muenster Germany Lemay, Margaret University of Toronto Canada Leminen, Seppo Laurea University of Applied Sciences Finland Leue, Carina Lufthansa Systems AG Germany Liebtrau, Robert Universität Leipzig Germany Lillehagen, Frank Commitment AS Norway

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Lin, Chih-Cheng University of Southern Denmark Denmark Lindhult, Erik Mälardalen University Sweden Lizarralde, Iban ESTIA France Loewenberger, Pauline University of Bedfordshire United Kingdom Logghe, Sara iMinds-MICT-UGent Belgium Longo, M. Cristina University of Catania Italy Løwe Nielsen, Suna University of Southern Denmark Denmark Machholm, Thorbjørn Grundfos Holding A/S Denmark Madsen, Arne Stjernholm Novo Nordisk A/S Denmark Maisch, Bettina Siemens Ltd China Malik, Muhammad Abdur Rahman Lahore University of Management Sciences Pakistan Malisa, Leon ESAMI Tanzania Martin, Mike Newcastle University United Kingdom Matheus, Thomas Northumbria University United Kingdom Maunula, Melina Lappeenranta University of Technology Finland Mazurkiewicz, Adam National Research Institute Poland McCarthy, Killian Rijksuniversiteit Groningen Netherlands McFarthing, Kevin Innovation Fixer Ltd United Kingdom McKeon, Fiona Bizworld Ireland Rep. of Ireland Mead, Taryn School of Business, University of Exeter United Kingdom Meewella, John University of Oulu Finland Mention, Anne-Laure CRP Henri Tudor Luxembourg Mets, Tõnis Centre for Entrepreneuship University of Tartu Estonia Mietzner, Dana Technical University of Applied Sciences Wildau Germany Mikkonen, Karri Lappeenranta University of Technology Finland Minderhoud, Simon Philips Electronics Netherlands Molinari, Daniele eni corporate university S.p.A. Italy Molnárné Konyha, Csilla University of Miskolc Hungary Moon, Sunwoo Technical University of Berlin / KIST Europe Germany Moore, Heather The Shape of Things Germany Morkevicius, Vaidas Vilnius Gediminas Technical University Lithuania Mortara, Letizia University of Cambridge United Kingdom Mousavi, Seyedesmaeil VU University Amsterdam Netherlands Mueller, Christiana Graz University of Technology Austria Müller, Britta FOM Hochschule für Oekonomie und Management Germany Mvano, Venantio ESAMI Tanzania Narasimhalu, Desai Singapore Management University Singapore Natalicchio, Angelo Politecnico di Bari Italy Nedon, Verena Hamburg University of Technology Germany Nielsen, Dorte DMJX: Kreativ Kommunikation Denmark Oberg, Christina Lund University/University of Exeter United Kingdom Ochojski, Artur University of Economics in Katowice Poland O'Gorman, Colm DCU Business School Rep. of Ireland Ohlau, Katrin Daimler AG Germany Ohrwall Ronnback, Anna Linkoping University Sweden Olander, Heidi Lappeenranta University of Technology Finland Ostolaza, Idurre BASQUETOUR, Basque Tourism Agency Spain Paju, Sami Aalto University Finland Pakhomova, Liubov Graduate School of Management SPbU Russia Pallot, Marc Nottingham University Business School France Papageorgiou, Kyriaki FUNDACION ESADE Spain Parida, Vinit Luleå University of Technology Sweden Patala, Samuli Lappeenranta University of Technology Finland Patricio, Rui ContinueToGrow Lda Portugal Paucaitc-Kimsienc, Akvilc Ministry of Economy Lithuania Pekkarinen, Saara University of Oulu, Oulu Business School Finland Pellikka, Jarkko Nokia Finland Peltola, Tero Tampere University Finland Pertuze, Julio Pontifical Catholic University of Chile Chile Petraite, Monika Kaunas University of Technology Lithuania Peutz, Murk EQUATOR RESEARCH BV Netherlands Piirainen, Kalle Technical University of Denmark Denmark Pinter, Djordje AIT Austrian Institute of Technology GmbH Austria Podmetina, Daria Lappeenranta University of Technology Finland Pop, Oana-Maria Hasselt University Belgium Post, Ger Fontys University of Applied Science, DienstF Team Venlo Netherlands Poteralska, Beata National Research Institute Poland Pynnönen, Mikko Lappeenranta University of Technology Finland Quigley, Louise Moen, Inc. USA Radic, Dubravko University of Leipzig Germany Radic, Marija Fraunhofer MOEZ Germany Radziwon, Agnieszka University of Southern Denmark Denmark

96

Rakhmatullin, Ruslan European Commission Spain Randrianasolo-Rakotobe, Hanitra Institut Polytechnique LaSalle Beauvais France Rantakokko, Mika Center for Internet Excellence, University of Oulu Finland Rau, Christiane University of Applied Sciences Upper Austria Austria Regueira, Marcos Sebrae/SC Brazil Reymer, Andries TPVision Belgium Rhisiart, Martin University of South Wales United Kingdom Riedl, Angelika evolaris Austria Riedl, Michael Fraunhofer Italia Italy Ritala, Paavo Lappeenranta University of Technology Finland Robbins, Peter NUI Maynooth Rep. of Ireland Robijt, Sarie iMinds-SMIT VUB Belgium Rodríguez Miranda, Néstor UPM Spain Rodriguez, Alix INNCOMP Colombia Rogan, Fionn University College Cork Rep. of Ireland Roijakkers, Nadine Hasselt University Belgium Rönnberg Sjödin, David Luleå University of Technology Sweden Roos, Jaspar Future Ideas Netherlands Rosell, David Linköping University Sweden Rosenstand, Claus Aalborg University Denmark Roszkowska-Śliż, Maria Szkola Glowna Handlowa w Warszawie Poland Rothberg, Helen Marist College USA Rudzinski, Caroline V. Volkswagen AG Germany Ruggier, Michael Shell International BV Netherlands Russell, Bill Exeter University Business School United Kingdom Sailer, Klaus Hochschule München / SCE gGmbH Germany Saito, Hiromi Chiba univ Japan Sallmann, Frederic GSK Vaccines Belgium Salmelin, Bror European Commission Belgium Salminen, Vesa Lappeenranta University of Technology Finland Samsonoviene, Egle Ministry of Economy Lithuania Sands, Michael Dublin City Council Rep. of Ireland Sandström, Christian Chalmers University of Technology Sweden Santonen, Teemu Laurea University of Applied Sciences Finland Sato, Chie Biztech Inc. Japan Sattayaraksa, Tharnpas Hatyai University Thailand Saur-Amaral, Irina Ensigest Portugal Sautter, Bjoern Steinbeis Innovation gGmbH Germany Sbragia, Roberto FEA/USP Brazil Scaringella, Laurent ESC Rennes School of Business France Schaefer-Kunz, Jan Hochschule Esslingen Germany Schatz, Oliver Robert Bosch Hungary Schiltz, Laurent Brussels Confederation of Construction Belgium Schlage, Fabian Nokia Solutions & Networks Germany Schmalfuss, Björn Fraunhofer Venture Germany Schmidt, Jochen EBS Universität für Wirtschaft und Recht Germany Schneckenberg, Dirk ESC Rennes School of Business France Schneider, Sabrina ISPIM Germany Schnellbaecher, Benedikt EBS Universität für Wirtschaft und Recht Germany Schreiber, Carolin HHL Leipzig Graduate School of Management Germany Schuster, Gerd University of Erlangen-Nuremberg Germany Schuurman, Dimitri iMinds-MICT-UGent Belgium Schwarzlose, Julia University of Muenster Germany Schweitzer, Fiona University of Applied Sciences Upper Austria Austria Segers, Jean-Pierre PXL University College Belgium Seidel, Jan Leuphana University of Lüneburg Germany Sempler, Marianne AiR National Center for Occupational Rehabilitation Norway Seppänen, Marko Tampere University of Technology Finland Shen, Yung-Chi National Chiayi University Taiwan Shila, Howard ESAMI Tanzania Sikimic, Uros Politecnico di Milano Italy Skaltsa, Ioanna Himalaya Travel SA Greece Smirnova, Maria Saint Petersburg State University Russia Smith, Calvin EMC Corp. USA Smulders, Oscar Minase Netherlands Soeter, Lisa Hogeschool Avans Netherlands Soh, Radiana Exploit Technologies Pte Ltd Singapore Solnørdal, Mette The Arctic University of Norway Norway Som, Oliver Fraunhofer ISI Germany Sooli, Lewis Pumulo ESAMI Tanzania Spieth, Patrick University of Kassel Germany Spithoven, Andre Belgian Science Policy Office Belgium

97

Storvang, Pia University of Southern Denmark Denmark Strazdas, Rolandas International Business School of Vilnius University Lithuania Stephan, Ronan Alstom France Swan, Dan QUT Australia Szelei, Balázs National Innovation Office Hungary Taherizadeh, Amir Université du Québec à Montréal Canada Taipale-Erävala, Kyllikki Lappeenranta University of Technology Finland Tandrup, Thomas The Technical University of Denmark Denmark Tanguay, Geneviève Université de Montréal Canada Tarkus, Astrid evolaris next level GmbH Austria Täuscher, Karl Fraunhofer MOEZ Germany Teplov, Roman Lappeenranta University of Technology Finland Tervonen, Nina Lappeenranta University of Technology Finland Thawesaengskulthai, Natcha Chulalongkorn University Thailand Thurnes, Christian University of Applied Sciences Kaiserslautern Germany Tidd, Joe SPRU University of Sussex United Kingdom Tietz, Rigo FHS St.Gallen Switzerland Tillack, Oliver HYPE Innovation Germany Tomperi, Sanna Lappeenranta University of Technology Finland Torkkeli, Marko Lappeenranta University of Technology Finland Toth, Eszter Universitas-Gyor Nonprofit Kft Hungary Trauzettel, Susanne Lufthansa Systems AG Germany Trevitt, David IVI Rep. of Ireland Trifilova, Anna University of Exeter, Business school United Kingdom Trueman, Jim IfM United Kingdom Tschimmel, Katja Na'Mente Lda. Portugal Tseng, Fang-Mei Yuan-Ze University Taiwan Upstill, Garrett School of Business, UNSW@ADFA Australia van der Burgt, Rene Avans University Netherlands van der Steege, Madeleine Synquity Netherlands Van Lancker, Jonas ILVO Belgium van Wulfen, Gijs FORTH Innovation Method Netherlands Vandael, Mark CeeTee Belgium Vandenbroucke, Karel iMinds-MICT-UGent Belgium Vanhaverbeke, Wim Hasselt University Belgium Velamuri, Vivek K HHL Leipzig School of Management Germany Vervoort, Koen iMinds/iLab.o Belgium Viardot, Eric Fundación Privada Universitaria EADA Spain Vilko, Jyri Lappeenranta University of Technology Finland Vishnevskiy, Konstantin National Research University Higher School of Economics Russia vom Stein, Nicole University of Muenster Germany von Delft, Stephan University of Muenster Germany von Stamm, Bettina Innovation Leadership Forum United Kingdom Vullings, Ramon EACI - RamonVullings.com Netherlands Weber, Christina SCE University of Applied Sciences Munich Germany Wellner, Konstantin Technical University Hamburg-Harburg Germany Westgate, William Hatch Canada Wetselaar, Machiel Avans University Netherlands Williams, Ceri University of Leeds United Kingdom Wilson, Rob Newcastle University United Kingdom Winterhalter, Stephan University of St.Gallen Switzerland Woeran, Bruno Lappeenranta University of Technology Finland Yoneyama, Shigemi Gakushuin University Japan Zeihsel, Frank Synnovating GmbH Germany Zhang, Stephen Pontifical Catholic University of Chile Chile Zhu, Hangzi Evonik Industries AG Germany Zuluaga, Diego INNCOMP Colombia

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ISPIM SCIENTIFIC PANEL Our thanks are due to those people who contributed from the ISPIM Scientific Panel.

Head of Panel: Eelko Huizingh, University of Groningen, Netherlands Associate Head: Urs Daellenbach, Victoria University of Wellington, New Zealand Associate Head: Jens Leker, University of Münster, Germany Scientific Co-ordinator: Sabrina Schneider, EBS Universität für Wirtschaft und Recht, Germany Scientific Co-ordinator: Uros Sikimic, Politecnico di Milano, Italy

• Tor Helge Aas, Norwegian School of Economics, Norway • Marcelo Amaral, Triple Helix Research Group, Brazil • Allen Alexander, University of Exeter, UK • Anna-Leena Asikainen, CRP Henri Tudor, Luxembourg • Tony Bailetti, Carleton University, Canada • Cinzia Battistella, Libera Università di Bolzano, Italy • Iain Bitran, ISPIM, UK • Thomas Bohné, University of Auckland Business School, New Zealand • Michael Boronowsky, TZI Center for Computing & Communication Technologies,

Germany • Maryse Brand, University of Groningen, Netherlands • Alexander Brem, University of Southern Denmark, Denmark • Glenn Brophey, Nipissing University, Canada • Stephan Buse, TUHH, Germany • Jeff Butler, Manchester Business School, United Kingdom • Dave Caissy, École Polytechnique de Montréal/Innovation Leaders Club, Canada • Elias Carayannis, George Washington University, USA • Tamara Carleton, Innovation Leadership Board LLC, USA • Annick Castiaux, University of Namur, Belgium • Sarah Cheah, A*STAR ETPL, Singapore • Colin Cheng, Yuan Ze University, Taiwan* • Davide Chiaroni, Politecnico di Milano, Italy • Steffen Conn, ISPIM, UK • Tom Coughlan, Mercy College, USA • Claudio Cruz Cázares, Universidad Autónoma de Barcelona, Spain • Alexander Cowan, www.alexandercowan.com, USA • Clive-Steven Curran, Fresenius Medical Care AG & Co. KGaA, Germany • Minna Damani, CanBiotech Innovations, Canada • Jaouad Daoudi, Université du Québec en Outaouais, Canada • Christophe Deutsch, Telops/En Mode Solutions, Canada • Pedro de Faria, University of Groningen, Netherlands* • Maria Cristina De Stefano, Universidad Carlos III de Madrid, Spain* • Robert Dew, Coriolis Innovation Pty Ltd, Australia • Ron Dvir, Innovation Ecology, Israel • Paul Ellwood, University of Liverpool, UK • Scott Erickson, School of Business, Ithaca College, USA • Irina Fiegenbaum, Lappeenranta University of Technology, Finland* • Leona Fitzmaurice, The UAB Research Foundation, USA • Sean P. Flanigan, University of Ottawa, Canada • Serghei Floricel, UQAM, Canada • Helena Forsman, University of Tampere School of Management, Finland • Federico Frattini, Politecnico di Milano, Italy • Charlie Garland, The Innovation Outlet, USA • Jorge Gomes, ISCTE-IUL, Portugal • David Grandadam, HEC Montreal, Canada • Uwe Gross, University of St.Gallen, Switzerland • Christina Grundström, Linköping University, Sweden • Praveen Gupta, Illinois Institute of Technology, USA • Markus Hällgren, Umeå University, Sweden • Jean-Francois Harvey, HEC Montreal, Canada • Wafa Hammedi, University of Namur, Belgium • Sven Heidenreich, EBS Universität für Wirtschaft und Recht, Germany • Hendrik Hielkema, Aalto University, Finland • Dennis Hilgers, Universität Hamburg, Germany • Pia Hurmelinna-Laukkanen, University of Oulu, Finland • Kristina Jespersen, Aarhus University, Denmark • Kati Järvi, Lappeenranta University of Technology, Finland • Dylan Jones-Evans, University of the West of England, UK • Peter Jones, OCAD University, Canada • Liz Jones, Strategy Regeneration, USA • Juha Kansikas, University of Jyväskylä, Finland • Hannu Karkkainen, Tampere University of Technology, Finland • Byoung Soo Kim, KISTEP, South Korea • Mirjam Knockaert, Ghent University, Belgium • Samuli Kortelainen, Lappeenranta University of Technology, Finland • Sebastian Kortmann, University of Amsterdam, Netherlands • Piotr Krawczyk, JAMK University of Applied Science, Finland • Antero Kutvonen, Lappeenranta University of Technology, Finland • Thomas Lager, Grenoble Ecole de Management, France • Johannes Landsperger, EBS Universität für Wirtschaft und Recht, Germany • Pentti Launonen, Aalto University, Finland • Pascale Lehoux, University of Montreal, Canada • Seppo Leminen, Laurea University of Applied Sciences & Aalto University, Finland • Frank Lillehagen, Commitment AS, Norway • Dirk Lüttgens, RWTH Aachen University, Germany • Niall MacKenzie, University of Strathclyde, Hunter Centre for Entrepreneurship, UK • Lygia Magacho, Anpei, Brazil • Giovanni Mangiarotti, CRP Henri Tudor, Luxembourg

• Tucker Marion, Northeastern University, USA • Andrey Martovoy, CRP Henri Tudor, Luxembourg • Killian McCarthy, University of Groningen, Netherlands* • Kevin McFarthing, Innovation Fixer Ltd, UK • Anne-Laure Mention, CRP Henri Tudor, Luxembourg • Simon Minderhoud, Philips Innovation Services, Netherlands • Francesc Miralles, La Salle - Ramon Llull University, Spain • Steven Muegge, Carleton University, Canada • Maurice Mulvenna, University of Ulster, UK • Tobias Müller-Prothmann, IAV GmbH, Germany • Anne-Katrin Neyer, Fraunhofer MOEZ, Germany • Benjamin Niedergassel, University of Münster, Germany • Florian Noseleit, University of Groningen, Netherlands • Christina Öberg, Lund University, Sweden • Anna Öhrwall Rönnbäck, Linköping University, Sweden • Yat Ming Ooi, University of Auckland, New Zealand* • Ville Ojanen, Lappeenranta University of Technology, Finland • Heidi Olander, Lappeenranta University of Technology, Finland • Jaakko Paasi, VTT Technical Research Centre, Finland • Julia Paranhos, Instituto de Economia, Brazil • Giovanni Perrone, University of Palermo, Italy • Irene Petrick, Penn State University, USA • Nicole Pfeffermann, ISEIC Pfeffermann Consulting, Germany • Abeer Pharaon, Innovation Culture Consulting, UK* • Kalle Piirainen, Technical University of Denmark, Denmark • Daria Podmentina, Lappeenranta University of Technology, Finland* • Ger Post, Fontys University of Applied Science, Netherlands • Girish Prabhu, Srishti Labs, India • Geir Ringen, Sintef Raufoss Manufacturing, Norway • Paavo Ritala, Lappeenranta University of Technology, Finland • José Carlos Rodríguez, Universidad Michoacana de San Nicolás de Hidalgo, Mexico • René Rohrbeck, Aarhus University, Denmark • Nadine Roijakkers, Hasselt University, Belgium • Luiz Ojima Sakuda, FEI, Brazil • Oliver Salge, Ruhr University Bochum, Germany • Tatjana Samsonowa, i.PERF, Germany • Teemu Santonen, Laurea University of Applied Science, Finland • Irina Saur-Amaral, IPAM, Portugal • Michelle Savoie, University of Montreal, Canada • Daniel Schallmo, University of Ulm, Germany • Francesco Schiavone, University Parthenope - Naples, Italy • Fabian Schlage, Nokia Solutions & Networks, Germany • Dirk Schneckenberg, ESC Rennes, France • Sabrina Schneider, EBS Universität für Wirtschaft und Recht, Germany • Dimitri Schuurman, Ghent University, Belgium • Fiona Schweitzer, Upper Austria University of Applied Sciences, Austria • Marko Seppänen, Tampere University of Technology, Finland • Uros Sikimic, Politecnico di Milano, Italy • Maria Gabriela Silva, ISCTE-IUL, Portugal • Oscar Smulders, MINASE, Netherlands • Patrick Spieth, EBS Universität für Wirtschaft und Recht, Germany • Andre Spithoven, Vrije Universiteit Brussel, Belgium • Jayakanth Srinivasan, Massachusetts Institute of Technology, USA • Eric Stevens, ESSCA, France • Stoyan Tanev, University of Southern Denmark, Denmark • Stefania Testa, University of Genoa, Italy • Marko Torkkeli, Lappeenranta University of Technology, Finland • Anna Trifilova, Fraunhofer MOEZ/Leipzig University, Germany • Sampo Tukiainen, Aalto University, Finland • Petra Turkama, Aalto University, Finland • Christian Urhahn, EBS Universität für Wirtschaft und Recht, Germany • Allard van Riel, Radboud University Nijmegen, Netherlands • Gijs van Wulfen, FORTH Innovation Group, Netherlands • Sophie Veilleux, Université Laval, Canada • Eva Velasco, University of the Basque Country, Spain • Eric Viardot, EADA, Spain • Dianna Vitasovic, Innovation Culture, Australia • Stephan von Delft, University of Münster, Germany* • Jack Wang, National Sun Yet-sen University, Taiwan • Michael Weiss, Carleton University, Canada • Mika Westerlund, Carleton University, Canada • Ibon Zamanillo, University of the Basque Country, Spain * Associate Member

Dating back to 1983, The International Society for Professional Innovation Management (ISPIM) is a worldwide network of innovation management professionals from research, industry, and intermediary organisations. ISPIM

participates in research projects and produces scientific and educational material and events to help people understand and share thinking and experiences on how individuals, organisations and society can be better organised

to create and distribute new products, services and processes to make the world a better place.

Forthcoming Events

Forthcoming Publications

ISPIM Special Issue on "Knowledge Transfer for Innovation" in R&D Management. Editors: Allen Alexander of University of Exeter Business School, Anne-Katrin Neyer of Martin-Luther University Halle-Wittenberg (Halle) /

Fraunhofer-Zentrum MOEZ and Eelko Huizingh of University of Groningen.

ISPIM Special Issue on "Innovation for Sustainable Economy & Society" in International Journal of Innovation Management. Editors: Joe Tidd of SPRU University of Sussex, Eelko Huizingh of University of Groningen and Steffen

Conn of ISPIM.

ISPIM Special Issue on "Business and Network Models for Innovation" in International Journal of Technology Management. Editors: Paavo Ritala of Lappeenranta University of Technology, Eelko Huizingh of University of

Groningen and Steffen Conn of ISPIM.

ISPIM Special Issue on "The Relationship between the Corporation and its Futures" in Futures: The Journal of Policy, Planning and Futures Studies. Editors: René Rohrbeck of Aarhus School of Business and

Cinzia Battistella of University of Udine.

ISPIM Special Issue on "Corporate Foresight" in Technological Forecasting and Social Change. Editors: René Rohrbeck of Aarhus School of Business, Eelko Huizingh of University of Groningen and Cinzia Battistella of University of Udine.

ISPIM Special Issue on "Marketing Innovation in Global Markets for Sustainable Growth" in International Journal of

Technology Marketing. Editors: Eric Viardot of EADA, Alexander Brem of University of Erlangen-Nuremberg and Eelko Huizingh of University of Groningen.

XXV ISPIM Conference - Innovation for Sustainable Economy and Society (June 2014) ISBN 978-952-265-590-5 LUT Scientific and Expertise Publications Raportit ja selvitykset – Reports