Helsinki, Finland: 16-19 June 2013conference.ispim.org/wp-content/uploads/sites/2/ISPIM_2013... ·...

MY NAME

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

ISBN 978-952-265-420-5

#ispimconference

Helsinki, Finland: 16-19 June 2013

Dear Delegates, Tervetuloa Helsinkiin – Welcome to Helsinki! Regular ISPIM delegates will have noticed that we always attract a large contingent of Finns, so it was about time that we brought our flagship event back to Finland, as we were last here back in 2001 in Lappeenranta. ISPIM has grown quite considerably since our last event in Finland. This Conference includes 280 presentations from science and industry, selected from more than 500 submissions, and a dedicated track for workshops and special interest groups. Building on the success of last year’s Conference in Barcelona, we have expanded the Innovation for Business sessions to include 18 presentations from industry. As with all ISPIM events, we have an excellent line-up of keynote and luminary speakers and 40 challenges to be addressed during the Hot Topic Session. On Wednesday afternoon we have a number of company visits to showcase “Innovation in Helsinki”. Delegates will be able to visit the famous Finnish companies of Rovio Entertainment and Kone Corporation, and hear about how these companies innovate. We have also included visits to other innovative organisations such as TIVIT, Aalto Design Factory, Startup Sauna and Urban Mill. We have also added some new initiatives. The ISPIM PhD Student Community and Lab provide learning and networking opportunities for PhD students from around the world. The latest insights and knowledge from presenters and delegates will be transferred to the Web via our newly-formed “ISPIM-Tube” video project, as well as the ISPIM Magazine. Watch out! Our interviewers might challenge you to explain your research in just one minute, or help us learn more about your specialist area. This Conference could not have taken place without the enormous support that ISPIM has received from Petra and her team at the Center for Knowledge and Innovation Research (CKIR), Aalto School of Business, Marko and his team at Lappeenranta University of Technology – who also produce this publication, as well as the sponsors, keynote and luminary speakers, innovation for business speakers, roundtable moderators, session facilitators and the 100+ members of the ISPIM Scientific Panel. Iain Bitran José Carlos Caldeira Steffen Conn Eelko Huizingh Marko Torkkeli The ISPIM Board of Directors

Dear XXIV ISPIM Conference Delegates,

I wish you all a warm welcome to the XXIV ISPIM Conference “Innovating in Global Markets: Challenges for Sustainable Growth” in Helsinki. This year, the three-day Conference is organised in collaboration between ISPIM, the Center for Knowledge and Innovation Research (CKIR) from Aalto School of Business, and Lappeenranta University of Technology.

The Conference draws our attention to the globalising innovation landscape, and discusses the related impacts and sustainability concerns. The Conference focuses on the complex value creation networks, public sector involvement, and new actors entering the innovation ecosystems as well as calling for new types of innovation paradigm and institutional contracts between public and private sectors, to ensure sustainability and democracy of innovation.

These themes are also at the very heart of Aalto University’s strategy. Innovation, renewal and competitiveness of the nation are the key theses for this newly-formed university collaboration. Finland has a long tradition of technological innovation, but has, since the early 2000s, increasingly invested in broad-based innovation policies and social aspects of innovation. The impacts of this shift are already apparent in the Finnish innovation landscape, and we wish to share these results with you through our esteemed guest speakers, including Erkki Ormala, Tuula Antola and Peter Vesterbacka.

So welcome to ISPIM Helsinki 2013, to meet around 500 innovation experts from 45 countries. You will enjoy insightful Keynote & Luminary Presentations; Innovation for Business Sessions; "Hot Topic" Roundtable Discussions; Facilitated Themed Sessions with Academic and Practitioner Presentations; Workshops; Special Interest Groups and Academic Research Development Sessions. And as with all ISPIM events, you will have the chance to experience some local culture with the best of Helsinki at magnificent dinner and networking venues. We look forward to seeing you in Helsinki!

Petra Turkama Director Center for Knowledge and Innovation Research (CKIR), Aalto School of Business

CONTENTS

Housekeeping 2

ISPIM Research Fellow 3

ISPIM Co-ordinators 3

ISPIM PhD Student Community 3

ISPIM Special Interest Groups 3

Awards & Winners 4

Programme 5-13

Conference Partners 14

Calls for Papers & Partner Messages 15-24

Hot Topic Roundtable Sessions 25

Thematic Session Planners 26

Regular & ARDS Session Summaries (only in online version*) 27-88

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

Innovation for Business Session Summaries (only in online version*) 92-97

Delegate List 98-104

Messages and Notes 105-110

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

2

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/index.php/home/stoppress

Session Rooms All sessions are at the Helsinki Congress Paasitorni

0 floor Sirkus

1st floor Siltasaari

1½ floor Karl Lindahl, Juho Rissanen, Tarja Halonen

2nd floor Paasi Restaurant (Lunch), Salikabinetti

2½ floor Congress Hall, Lobby & Foyer (Coffee Break and Lunch)

3rd floor Meeting Room 302, Meeting Room 303, Meeting Room 304

3½ floor Viktor Julius von Wright Wireless

All sessions are interactive sessions 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: Paasitorni Password: Paas1torn1

Delegate Badges Please wear your badge at all times, including evening events, where it is required to gain entry. “Innovation in Helsinki” - Innovation Visits - Wednesday, 19 June (15.30 to 18.00)

Visits to innovative companies in Otaniemi will leave from the Entrance Foyer Area at 15.30 – please do not be late. If you have not already selected your visit online, please sign up at the Registration Desk immediately.

Rovio Entertainment - an industry-changing company & creator of the globally successful Angry Birds (tour full)

Kone Corporation - one of the global leaders in the elevator and escalator industry

Aalto Design Factory - collaboration environment for students, researchers and business practitioners

Startup Sauna - non-profit organization for startups and aspiring entrepreneurs in Northern/Eastern Europe & Russia

Urban Mill - an emerging, global thematic focal point for Urban Innovations

TIVIT - one of 6 Strategic Centres that carry out Quadruple Helix cooperation in fields most crucial for the future

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ISPIM RESEARCH FELLOW In 2012, Christina Öberg became the ISPIM research fellow at the Centre for Innovation and Service Research of the University of Exeter Business School. For several years, Christina has been an active member of the ISPIM Scientific Panel. Following her PhD in industrial marketing from Linköping University, Sweden, she became a lecturer at Linköping University and then Lund University, Sweden. Prior to her PhD, Christina worked in industry for eight years in such positions as financial manager and consultant. She also founded her own consultancy firm in 2005. Christina’s research emphasises innovations related to customers, networks and ownership changes. She has also conducted research on sustainability. Her recent research projects have included the separation of companies, initiatives to commercialise medicine-technological research innovations, and acquisitions among project-based firms.

ISPIM CO-ORDINATORS The ISPIM Team grew in 2012 – new members of the team include Sabrina Schneider (Scientific Co-ordinator) and Juha Hinkkanen (Community Development Co-ordinator).

Sabrina is a Doctoral Student at EBS University for Business and Law, Germany. The emphasis of her dissertation lies on business model innovation. As Scientific Co-ordinator at ISPIM, Sabrina is involved in our scientific affairs. Juha is currently working as a Doctoral Student at Lappeenranta University of Technology, Finland. His dissertation research focuses on firms’ competitiveness through sustainable innovation. As Community Development Co-ordinator at ISPIM, Juha is involved in the ISPIM Magazine project and the set-up of our PhD Student Community.

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. We organise events that focus on questions and problems faced by young scholars, but where we also emphasize interaction between our Community members and Innovation Management professionals from academia, industry, consulting and the public sector. Our events help PhD students to:

Exchange experiences and learning with other students

Network and learn from experienced researchers and practitioners

Launch cooperation between students with shared Innovation Management interests

Share ideas and resources

Stay up-to-date with what is happening in Innovation Management and the opportunities provided by completing a PhD We invite PhD students to join our Community, and to take an active role in it by participating in our events, keeping discussions going online, 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 - [email protected].

ISPIM SPECIAL INTEREST GROUPS (SIGS) ISPIM Conferences now regularly attract submissions from more than 500 authors on a wide selection of innovation management topics.

This has enabled ISPIM to create Special Interest Groups within the framework of the ISPIM Conference and Community to promote

targeted specialist interaction on each topic. Each SIG has one or more volunteer Co-ordinators who are responsible for convening 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

Living Labs Petra Turkama – CKIR - Aalto School of Business & ENoLL & Dimitri Schuurman – iMinds – MICT

Service Innovation (coming soon) Wafa Hammedi - University of Namur

Strategic Foresight, Strategic Agility & Future Orientation

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

4

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 [email protected] 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 110-person ISPIM Scientific Panel for excellence in scientific contribution.

Alexander Brem, University of Erlangen-Nuremberg, Germany

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:

Kaisa Henttonen: Open Innovation in SMEs in Commercialization Phase

Angelo Natalicchio: Benefiting from markets for ideas: An investigation across different typologies

Shigemi Yoneyama: Internal embeddedness and innovation performance of overseas R&D base

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: How to benefit from cross-industry innovation? A best practice case

Sebastian Eidam: Collaboration and Scientific Output: Improving the Picture by Publication Analysis

Giovanna Lo Nigro: Biopharmaceutical alliances and competition: a real options game approach

2013 ISPIM-Wiley Innovation Dissertation Award

The ISPIM Scientific Panel is pleased to announce that the top three dissertations in the 2012 ISPIM-Wiley Innovation Dissertation Award are by:

Anju Sethi, Clarkson University, USA

Niyazi Taneri, University of Cambridge, UK

Giulia Trombini, Ca' Foscari University of Venice, Italy

The 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. Two papers have been shortlisted by the Award Panel:

Kenneth Husted: Dual Allegiance, Knowledge Sharing And Knowledge Protection: An Empirical Examination

Patrick Spieth: The Influence of Perceived Innovativeness in Product Portfolios

Best Paper on “Practical Implications for Technology” (sponsored by Nokia Siemens Networks)

The award is made to the best paper that emphasises a technology-related topic and provides valuable implications for corporate practice. Two papers will be shortlisted by the Award Panel.

The winner of the Knut Holt Award for Best Paper, the Alex Gofman Award for Best Student Paper and the 2013 ISPIM-Wiley Innovation Dissertation Award will be announced during the Gala Dinner on Monday evening. The winner of the That’s Interesting! Award and the Best Paper on “Practical Implications for Technology” will be announced during the Conference Social Evening on Tuesday evening.

5

PROGRAMME

SUNDAY 16 JUNE 2013

1400 – 1830 ISPIM PHD LAB The ISPIM PhD Student Community provides activities and networking for students from around the world, who are completing a PhD in Innovation Management. Venue: Pörssitalo (Former Helsinki Stock Exchange Building), Fabianinkatu 14, 00100 Helsinki www.restaurantporssi.fi/en

1830 – 2000 WELCOME RECEPTION & REGISTRATION (including facilitator and moderator briefing 1845-1915) Delegates are invited to an informal reception at the former Stock Exchange Building. Built in 1911 in the very heart of Helsinki, the Helsinki Stock Exchange building has a colourful history. Over the decades, the majestic stone building has witnessed key moments in Finland’s history and the development of the nation’s business and restaurant culture. Welcome Speech: Jarmo Eskelinen, CEO - Forum Virium Helsinki & Chair - European Network of Living Labs Dress Code: Casual Venue: Pörssitalo (Former Helsinki Stock Exchange Building), Fabianinkatu 14, 00100 Helsinki www.restaurantporssi.fi/en

http://conference.ispim.org/files/PhD_Community.pdf

6

MONDAY, 17 JUNE

from 0815 DELEGATE REGISTRATION (Entrance Foyer) 0800 THE MONDAY NEWCOMERS BREAKFAST (Paasi Restaurant 2nd floor)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 Breakfast starts for attendees of this session.

0845 – 1030 OPENING SESSION (Congress Hall 2½ floor) 0845 – 0900 Conference Welcome: Iain Bitran, Executive Director, ISPIM; Ingmar Björkman, Dean, Aalto University School of Business; Christopher Palmberg, Advisor (Innovation Research), Tekes 0900 – 0930 Keynote Speaker: Tuula Antola ‐ Director, Economic and Business Development, City of Espoo ‐ “Co‐creating and unlearning as tools for bridging the imagination gap ‐ Case Espoo” 0930 – 1000 Knut Holt Memorial Address: Erkki Ormala ‐ former VP Business Environment, Nokia & former President, Digitaleurope; Professor of Practice, Innovation Management, Department of Management and International Business, Aalto University – “Inspiring and Actionable Thought Leadership Process and Platform for Sustainable Growth” 1000 – 1030 Keynote Speaker: John Bessant, Professor of Innovation and Entrepreneurship, University of Exeter Business School – “A sideways look at innovation“ (with Richard Lamming and Pippa West)

1030 – 1100 COFFEE BREAK (Lobby & Foyer 2½ floor)

1100 – 1230 HOT TOPIC ROUNDTABLE SESSIONS ‐ See page 25 and screens for tables and location.

1230 – 1330 NETWORKING LUNCH (Paasi Restaurant 2nd floor & Lobby & Foyer 2½ floor) 1245 – 1315 ISPIM ASIA–PACIFIC NETWORKING SESSION ‐ Meet fellow innovation professionals interested in developing an innovation community in Asia–Pacific. The first event is planned for Singapore in December 2014. led by Iain Bitran, ISPIM Executive Director (Salikabinetti – off Paasi Restaurant 2nd floor – bring your plate!)

1330 – 1400 KEYNOTE SPEAKER (Room: Congress Hall ½ floor) Henning Sandager, Group SVP New Business, Marketing & Program Management, Grundfos – “Innovation Intent 2025 and Sustainability: Concern, Care and Create for Sustainable Growth” (Chair: Joanne Hyland) 1400 – 1530 SCIENTIFIC & PRACTITIONER SESSIONS (15 minutes per presenter plus 30 minutes facilitated group discussion) WORKSHOP INNOVATION FOR BUSINESS:

NEW BUSINESS DEVELOPMENT THROUGH INNOVATION

Room: Karl Lindahl 1½ floor

Room: Juho Rissanen 1½ floor

Room: Tarja Halonen 1½ floor

Room: Meeting Room 302 3rd floor



Room: Viktor Julius von Wright 3½ floor

Room: Sirkus 0 floor

Session 1.1: Foresight Methods (SIG)

Session 1.2: Sustain‐ability & Systems 1

Session 1.3: Collaboration in R&D

Session 1.4: Innovation & Internationalisation

Session 1.5: Living Labs and Smart Cities (SIG)

Session 1.6: Innovation Management 1

Session 1.7: Business Model Innovation 1(SIG)

Innovation Terminator

led by Anna Trifilova

Fraunhofer MOEZ and University of Leipzig,

Anne–Katrin Neyer, Fraunhofer MOEZ &

Allen Alexander,

University of Exeter Business School

Room: Siltasaari 1st floor

Moderator & Introduction: Axel Rosenø, Innovation

Roundtable

Magnus Karlsson, Director, New Business Development &

Innovation Ericsson: Who needs a standard for Innovation Management?

Rogier van Beugen, Director

Innovation, KLM: Innovating an Airline

Jyrki Koskinen, Head of University Relations – Nordic Countries & Head of External Relations –

Finland, IBM: The World as the Lab ‐ Corporate Social Responsibility and other

Instruments for next Generation Service Innovation

Facilitator: René Rohrbeck

Facilitator:Scott Erickson

Facilitator:Marko Torkkeli

Facilitator:Christina Grundström

Facilitator:Petra Turkama

Facilitator:Anne–Laure Mention

Facilitator:Patrick Spieth

Andrzej Magruk: Hybrid Concept in

Foresight Methodology

Yves Boisselier: Responsible purchasing practices: Role of the pro–active supply chain

Tibor Döry: Open Research Platform to Foster Technology

Transfer

Karina Jensen: Accele‐rating Global Innovati‐on: Cross–cultural Collaboration &

Knowledge–sharing

Dimitri Schuurman: A Typology of Living Lab Approaches: Research

within the Enoll–Community

Tomislav Buljubasic: Rewarding Innovation

– Influence of rewarding system to

the innovation

Luis Berasategi: Business Open

Innovation Methodo‐logy: Insights from Action Research

Anna Kononiuk: The methodology of

scenario construction based on triangulation

principle

Giacomo Liotta: Supply chain simulation as inno‐vative planning

method for sustainable growth

Juha Hinkkanen: When are horizontal and

vertical R&D cooperation beneficial

in NPD?

Daria Volchek: Modeling the

Internationalization and Innovation

Strategies

Pieter Ballon: Origins and Foundations of the Smart City–Concept

Mark Vandael: Creative Leaders for an

Innovative Culture through a Creative

Climate

Sabrina Schneider: Entrepreneurially App‐

roaching Environ‐mental Dynamism

through BMI

Djordje Pinter: Applications,

Limitations and Effects of Corporate Foresight

Methods

Jukka Hallikas: Sustainability as part of supplier collaboration practices: implications for innovativeness

Monika Petraite: R&D innovation through

net‐works & collaboration: linking innovation capabilities

globally

Pia Hurmelinna–Laukkanen: Investing in

appropriability of innovations – Effects on internationalization

Jarmo Eskelinen: An Overview of Examples of Smart Cities and Living Lab 'Best

Practices'

Stephanie Kaudela–Baum, Jacqueline Holzer: Innovation

leadership: opportuni‐ties & risks involved in managing slack time

Liting Liang: Business Model Innovation and Service Innovation: similarities and differences

Jari Kaivo–oja: The Crowdsourcing Delphi: Combining the Delphi Methodology and Cro‐wdsourcing Techniques

Katri Valkokari: How to co–create sustainable

solutions within manufacturing

industry?

Muhamed Kudic: Network dynamics: R&D cooperation

timing in the German laser industry

Fabian Schlage: Man‐aging Innovation inside global organisat‐ions: reflections from Nokia Siemens Networks

Anna Ståhlbröst: The Way Forward: Defining a Research Agenda for Living Labs & Smart

Cities

Georgiana Balau: Individual Charac‐

teristics & their Influe‐nce on Innovation: Literature Review

Christian Schultz, Dana Mietzner: How to develop business models through

creativity workshops?

7

1530 – 1600 COFFEE BREAK (Lobby & Foyer 2½ floor) 1600 – 1730 SCIENTIFIC & PRACTITIONER SESSIONS ‐ (15 minutes per presenter plus 30 minutes facilitated group discussion) WORKSHOP INNOVATION FOR BUSINESS: Room: Karl Lindahl

1½ floor Room: Juho Rissanen

1½ floor Room: Tarja Halonen

1½ floor Room: Meeting Room

302 3rd floor Room: Meeting Room


304 3rd floor Room: Viktor Julius von Wright 3½ floor

Room: Sirkus 0 floor STRATEGIC INNOVATION Room: Siltasaari 1st floor

Session 2.1: Foresight Applications (SIG)

Session 2.2: Sustainability &

Systems 2

Session 2.3: Collaborative innovation 1

Session 2.4: Trans‐ferring Knowledge

for Innovation 1 (SIG)

Session 2.5: Theo‐retical Foundations for Living Labs (SIG)

Session 2.6: Innovation

Management 2

Session 2.7: Business Model Innovation 2

(SIG) Crowdsourcing – Crowdfunding – Crowdworking –

CrowdEVERYTHING!!

led by Pia Erkinheimo, Head of Crowds & Communities, TIVIT Oy Strategic Centre for Technology, Science and

Innovation in ICT & OISPG/DG Connect

Moderator & Introduction: Joanne Hyland, rInnovation Group & Jeff Hovis, Product

Genesis

Thorbjørn Machholm, Director of Business Development, Grundfos: Embedding our

Innovation Intent

Mike Pickett, VP Global Strategic Development; Louise Quigley, Director, Strategic Innovation, Moen: Building a Capability for Innovation

Sandra Merkel DeJames, Senior Manager, Corporate Strategy and Business Creation, Novo‐zymes: Realizing Novozymes’ Ambitions through Innovation

Panel Discussion on "What’s Next… Orchestrating Strategic Innovation for a Prosperous Tomorrow" Sponsored by:

Facilitator: Toni Ahlqvist

Facilitator:Yves Boisselier

Facilitator:Juha Hinkkanen

Facilitator:Anne–Katrin Neyer

Facilitator:Seppo Leminen

Facilitator:Monika Petraite

Facilitator:Sabrina Schneider

Tarja Meristö: Applying Future–

Oriented Innovation Process in the Security Field

Susanne Durst, Mika Pirttivaara: Learning in an open innovation community. Initial insights from ACSI

Keith Bevis: Innovation Support

for European Knowledge–Intensive Producer Services

Teea Mäkelä: Knowledge Transfer and User Experience

Innovation: Challenges &

Emerging Solutions

Anna Ståhlbröst: Social Media for User Innovation in Living

Lab

Jukka–Pekka Ber‐gman: Cognitive dim‐ension of innovation

management: empirical study in media industry

Markus Eurich: A 'Networked Thinking' Approach to Business

Model Design

Lukasz Nazarko: Drivers of

Nanotechnology Development in a Polish Region: Foresight Study

Georg Wagner: Sustainable system innovations for

emerging markets

Veli–Matti Suominen: Role of marketing in innovation in B2B

companies

Christina Öberg: Knowledge transfer linkages for Open

Innovation

Carina Veeckman: Characteristics and Related Outcomes of Living Labs: Flemish–Finnish Case Study

Shigemi Yoneyama: Internal embedded‐ness and innovation performance of over‐seas R&D base *Knut

Holt Award Nominee*

Sven Seidenstricker: Discovering new business models

Mickael Pero: Identifying Emerging Technologies: An Application to Nanotechnology

Maria Antikainen: Exploring networked innovation in order to shape sustainable

markets

Helena Rusanen: Finding the Right

Partners for Innovation Networks

Kavoos Mohannak: Integrating Specialised

Knowledge for Innovation in Small Technology Firms

Dimitri Schuurman: Living Labs as Quasi–experiments: Results from the Flemish

LeYLab

Anna–Maija Nisula: The effect of organ‐izational knowledge

management practices on indiv‐idual improvisation

Ger Post: In search of business models for

gamification

Jukka Laitinen: Future Innovations for

Independent Living: Regional Comparison

Study in Finland

Timo Järvensivu: Helping Local Innovation

Ecosystems to Become Custodians

of Global Sustainability

Ceri Williams: Closing the Translation Gap – Medical Technologies

Innovation

Adam Mazurkiewicz: Innovative Systems of Technical Support for

Sustainable Development of

Economy

Louise Broennum: The Dynamics and

Facilitation of a Living Lab Construct

Paul Grimshaw: Innovation Speed – A Systematic Literature

Review

Desai Narasimhalu: A Tool for Designing Business Model Innovations

1730 END OF SESSIONS – DAY ONE

1930 – 2300 FINNISH GALA DINNER ‐ Venue: Wanha Satama, Pikku Satamakatu 3–5, 00161 Helsinki. Please make your own way there and don't forget to bring your badge. Delegates are invited to the conference gala dinner at Wanha Satama on the Helsinki Waterfront (www.wanhasatama.com). The Wanha Satama storehouses were designed by architect Elia Heikel and completed in 1897 to provide storage for undeclared goods. Dinner will be served under a glass roof (as it doesn't go dark at this time of the year). Fine Finnish cuisine will be served accompanied by live music. Plus ISPIM Awards: The Knut Holt Award for Best Conference Paper, The Alex Gofman Award for Best Student Paper, The 2013 ISPIM–Wiley Innovation Management Dissertation Award & The ISPIM Scientific Panel Award. Dress Code: Smart Casual (i.e. ties not required)

8

TUESDAY, 18 JUNE 0900 – 1030 SCIENTIFIC & PRACTITIONER SESSIONS ‐ (15 minutes per presenter plus 30 minutes facilitated group discussion) WORKSHOP INNOVATION FOR BUSINESS: Room: Karl Lindahl 1½

floor Room: Juho Rissanen





304 3rd floor Room: Viktor Julius von

Wright 3½ floor Room: Sirkus 0 floor CREATIVITY & INNOVATION

IN ACTION Session 3.1:

Uncertainty & Change (SIG)

Session 3.2: Sustainability as a

Catalyst

Session 3.3: Collaborative innovation 2

Session 3.4: Trans‐ferring Knowledge for Innovation 2 (SIG)

Session 3.5: User Engagement in Living

Labs (SIG)

Session 3.6: Innov‐ation Management Methods & Tools

Session 3.7: Entrepreneurship

The TRIZ approach to

innovation

led by Oleg Feygenson – Certified TRIZ Master


Moderator & Introduction: Geoff Carss, Imaginatik

Hannes Erler, Director Open

Innovation Networks, Swarovski: How to make out the very best use of your employees creativity

James Stikeleather, Executive Strategist & CIO, Dell Services: The Digital Future: Tomorr‐ow’s Enterprise, Its Offerings & Next Generation Innovation

Sari Kola–Nyström, VP,

Strategy & Innovation, Appe‐lsiini (Elisa): Crowdsourcing innovation from introverts

Sponsored by:

Facilitator: Marko Seppanen

Facilitator:Helena Forsman

Facilitator:Monika Petraite

Facilitator:Allen Alexander

Facilitator:Dimitri Schuurman

Facilitator: Jukka–Pekka Bergman

Facilitator:Daria Podmetina

Cinzia Battistella: Strategies for business model reconfiguration: a multiple case study

Marika Arena: Road‐mapping for Susta‐inability: a Success Story of an Italian–based Multinational.

Thomas Osterlie: Syn‐ergistic Collaboration: Responsibility & Aut‐hority in Multilateral

R&D

Khaleel Malik: International

technology transfer

Jouni Huotari: Towa‐rds Sustainable Open Innovation Collabo‐

ration within Living Lab

Andera Gadeib: Northern Lights – Guideline for the

Strengths of Product Ideas

Bernd Platzek: Gene‐ral Manager Roles in the Vital Entrep‐reneurial Learning Organizations

Gerald Schönwetter, Daniela Freudenthaler: Innovative approaches to better seize future unce‐rtainties in companies

Petteri Alinikula: Sustainability as an

Innovation Catalyst for Mobile Phones

Sharon McIntyre: Infusing Open/Social Innovation Processes and Technologies into Large Organizations

Kristel Miller: Enhanci‐ng stakeholders knowl‐edge transfer to aid University technology commercialisation

Koen Vervoort: Panel management in Living

Labs: a 7 step–approach

Frank Zeihsel: Guided Innovation by using Directed Evolution for

next Product Generation

Thomas Fundneider: The creative

settlement: an enabling innovation eco–system

for startups

Päivi Maijanen–Kyläheiko: Dynamic Capabilities and

Sustainable Strategic Change in Non–profit

Organisations

Scott Dacko: Sustainability

Orientation as a Driver of Innovation within

Firms

Sebastian Eidam: Coll‐aboration & Scientific Output: Improving th‐e Picture by Publicati‐on Analysis *Alex Gofman

Award Nominee*

Ulf Pillkahn: How Design thinking

supports industry–academia collaboration

Piotr Krawczyk: User Centred Open

Innovation Domain Landscape within the

ENoLL

Gerrit de Waal: Investigating

thoroughness of use of innovation tools in

small firms

Olga Belousova: Dispersed Corporate Entrepreneurship

within large organizations: actors, behaviors, process

Toni Ahlqvist: Constructing futures

knowledge: roadmapp‐ing as a dynamic strategic practice

Ellen Young: The Impact of Innovation in

Sustainable Lighting Technologies

Christina Grundst‐röm: Using Relation‐ship Distance to Mai‐ntain Innovation Cap‐ability for University Spin–offs

Byoung Soo Kim: Analysis of University Technology Transfer

and Commercialization in South Korea

Puspalata Pattojoshi: Creating innovations

with users

Arne Stjernholm Madsen: Plan or Play: Experiences from

implementing strategic innovation.

Csaba Deák: Learning from Best practices of Business incubation of high–tech start–ups

1030 – 1100 COFFEE BREAK (Lobby & Foyer 2½ floor) 1100 – 1230 SCIENTIFIC & PRACTITIONER SESSIONS (15 minutes per presenter plus 30 minutes facilitated group discussion) WORKSHOP INNOVATION FOR BUSINESS:

CONSUMER–LED INNOVATION Room: Karl Lindahl 1½ floor







Room: Sirkus 0 floor

Session 4.1: Customers & Environmental Trends (SIG)

Session 4.2: Sustainability & Social Innovation / Growth

(mixed)

Session 4.3: Managing collaboration I

Session 4.4: Transferring Knowledge for

Innovation 3 (SIG)

Session 4.5: Applications of the Living Lab Approach

(SIG)

Session 4.6: Innovation Teaching & Coaching 1

(SIG)

Session 4.7: Entrepreneurship &

Finance When users take

control: Managing the dark sight of customer

co–creation

led by

Frank Piller & Alexandra Gatzweiler –

RWTH Aachen University & MIT


Moderator & Introduction: Kevin McFarthing, Innovation

Fixer

Christian Verstraete, Chief Technologist, Cloud Strategy, Hewlett Packard: Cloud beyond the obvious, an approach for

innovation

Heather Moore, Strategy & Future Vision, Vodafone Group R&D: Innovation for Resilience:

Spotting Weak Signals &

Facilitator: Cinzia Battistella

Facilitator:Jeff Hovis

Facilitator: Pia Hurm‐elinna–Laukkanen


Facilitator:Sampo Tukiainen

Facilitator:Anna Trifilova

Facilitator:Andrey Martovoy

Anna Mette Fuglseth: Innovation

management involving custom–made

enterprise systems

Luciana Hashiba–Horta: Trade–offs in Innova‐tion within Sustain‐

ability Principles: a NPD Project Case–study

Astrid Weiss: Appropriability Regime

in Open Process Innovation in SMEs

Nizar Abdelkafi: The Innovation Potential in

Standardization

Bastiaan Baccarne: Living Labs as a

Navigation System for Innovative Business

Models

David Probert: Structu‐ring technology &

innovation managem‐ent exec. education: the research contribution

Lotta Frimodig: Success Factors of Accelerators in New Venture Creation

Anni Tuppura: The Effect of Strategic

Supply Management on Responsible

Purchasing Practices

Anne Toppinen: Sust‐ainability managem‐ent

with traditional & innovative social media

tools

Irina Fiegenbaum: Assessing Innovation

Strategies: a Managerial Guide

Salla Hurnonen: How to support service

innovation with organ‐izational knowledge integration practices

Constantijn Seys: The Innovation Struggle: Panel Based Living Labs to the rescue?

Richard Thorpe: Inno‐vation Development: An

action–learning programme for medical

scientists

Roman Teplov: Impact of National Innovation

System on Entrepreneurial Process

9

Omar Abdul Rahman, Ben Meyer–Schwic‐kerath: Approach for

capturing the impact of external trends in SME

Casper Rasmussen: Entrepreneurial orie‐ntation in acquisition & organic high–growth

firms

Oscar Smulders: Desi‐gning Innovative Con‐tracts for Collabor‐ative Innovation Ecosystems

Seongkyoon Jeong: The Impact of Uncertainty on the Markets for

Technology

Matt Batey: Living Lab: Successful User Engagement on Ene‐rgy Efficiency by Part‐icipatory Innovation

Romy Hilbig: Inno‐vation Management: Transferring European Teaching Experience to

Tunisia

Sari Monto: Working capital models: avenues for financial innovations

Working with Potential Disruptors

Vesa–Matti Paananen, Windows Phone Lead,

Microsoft Oy: Microsoft’s consumer strategy

in mobile Internet

Petteri Repo: Embracing New Ideas

in User Driven Innovation Policy

Helena Forsman: Innovations for

Sustainable Growth – or Keeping the Present

Position?

Sonia Giaccone: Managing the system of

connections to outperform: the Innovation–Hub

Hanna Plieth, Hagen Habicht: Agents in

Organizational Innov‐ation Communities: The

Wind of Change

Rens Brankaert: Setting up a living lab

for networked innovation in dementia

Teemu Santonen: Filtering cube – Identifying

heterogeneity driven innovation potential

Hanna–Kaisa Ellonen: The Use of Effectual

Decision–Making Logic by Innovative Managers

1230 – 1330 NETWORKING LUNCH (Paasi Restaurant 2nd floor & Lobby & Foyer 2½ floor) 1245 – 1315 ISPIM AMERICAS NETWORKING SESSION ‐ Meet fellow innovation professionals interested in developing an innovation community in the Americas. The first event is planned for Montreal in October 2014. led by Iain Bitran, ISPIM Executive Director (Salikabinetti – off Paasi Restaurant 2nd floor – bring your plate!)

1330 – 1400 KEYNOTE SPEAKER (Congress Hall 2½ floor) Peter VesterbackA, Mighty Eagle & Chief Marketing Officer, Rovio Entertainment Ltd – “Attitude is everything” (Chair: Petra Turkama) 1400 – 1530 SCIENTIFIC & PRACTITIONER SESSIONS (15 minutes per presenter plus 30 minutes facilitated group discussion) WORKSHOP INNOVATION FOR BUSINESS: Room: Karl Lindahl







Room: Sirkus 0 floor FUTURE OF OPEN INNOVATION Room: Siltasaari 1st floor

Session 5.1: Innovation

environments & future orientation

(SIG)

Session 5.2: Sustainability / Social

Innovation

Session 5.3: Managing

collaboration II

Session 5.4: Transferring Knowledge for

Innovation 4 (SIG)

Session 5.5: Service Innovation 1

Session 5.6: Innovation Teaching & Coaching 2 (SIG) Invited Speaker

Session

Session 5.7: Technology & Innovation 1

Living Labs: Routes to Publication

led by

Petra Turkama –

Center for Knowledge and Innovation

Research (CKIR), Aalto School of Business &

ENoLL

Moderator & Introduction: Tatiana Smorodina, Hype

Innovation

Anne Stenros, Design Director KONE Corporation: Navigating the Future – The Art of Forward Looking Activities in Design

Nicole Russell, Global Resourcing Manager,

GlaxoSmithKline: A brutal account of the trials and

tribulations of working at the front end of innovation

Mark Redmond

Business Innovation Manager Ergon Energy

Ergon Energy’s Innovation Challenges

Sponsored by:

Facilitator: Teemu Santonen

Facilitator:Irina Fiegenbaum

Facilitator:Justyna Dabrowska

Facilitator:Anne–Katrin Neyer

Facilitator:Dieter de Smet

Facilitator:Stefan Kohn

Facilitator:Michael Dell

Magnus Boman: The EIT ICT Labs

Innovation Radar as networked foresight

instrument

Anna Trifilova: Growing in China: Challenges of

Sustainability–led Innovations

Tanja Enninga: Different Roles of Storytelling and

Storymaking During the Innovation

Journey

Bernard Monnier: From Research to

Innovation by the R2B concept

Stavros Sindakis: Customer–oriented

New Service Development in the Greek mental health

sector

Francisco Pinheiro: FreshIdeasStartHere Platform: Coaching

community managers to boost front–end–

innovation –

Aarti Mahajan: Technological

Resource Bricolage in Firms using Open Source Software

Masaya Onuma: A reconsideration of the co–existence of incumbent and new

technologies

Bruno Oliveira, Luciana Hashiba: Open Innovation

Strategy as a Tool for Amazonia Sustainable

Growth

Sanna Eskelinen: Social innovation – case Nokia Data

Gathering.

Steve McMillan: Exploration and Exploitation in

Science: Their Impact on S&T Outcomes

Mariana Dodourova: Innovation for a Circular Economy:

Exploring the Concept of PSS

Rafael García Escarré:Innovation Factory S–Program: How to train Salesforce

Innovation Skills –

Antti Laaperi: Challenges in innovation

management in mobile phone

business

Mikko Dufva: Building Organisational Future Orientation: Example from Research and

Technology Organisation

Owen Yao Ter Wang: Social innovation:

EMBA–NPO

Matti Pihlajamaa: Organizational Antecedents of

Radical Innovation and Not–Invented–Here Syndrome

Valentina Grillea: A sustainable path from

research to entrepreneurship

Stoyan Tanev: Product–enabled

services' potential for sustainable growth: an empirical study

Christina Oberg: Fitness Platform: A Tool for Innovation

Coaching

Samuli Kortelainen: Technology Portfolio

Dynamics

Scott Erickson: Competitive

Intelligence Threats and Innovation Environments

Hank Kune, Mika Pirttivaara:

Prototyping Societal Innovation: Learning from 3 Years of ACSI

Nina Honkela: Curbing Unruly

Objects: The challen‐ge of probiotic innov‐ation to regulation

Leona Fitzmaurice: Creating an Institute for Innovation and Entrepreneurship

Géraldine Vidou: The Service Brick Road: A Tool Supporting Rapid Service Prototyping

Bettina von Stamm: Why Laughter is Good for Innovation, in General and in

Particular

Dirk Lüttgens: A more holistic perspective

on corporate technological

portfolio planning

10

TUESDAY, 18 JUNE ‐ continued

1530 – 1600 COFFEE BREAK (Lobby & Foyer 2½ floor) 1600 – 1730 SCIENTIFIC & PRACTITIONER SESSIONS (15 minutes per presenter plus 30 minutes facilitated group discussion) WORKSHOP INNOVATION FOR BUSINESS: Room: Karl Lindahl







Room: Sirkus 0 floor INNOVATING SMARTER FUTURES

Session 6.1: Crowdsourcing & user involvement

Session 6.2: Green Innovation

Session 6.3: Open innovation I

Session 6.4: International solutions

Session 6.5: Service Innovation 2

Session 6.6: Innovat‐ion Teaching & Coac‐hing 3 (SIG) Invited Speaker Session

Session 6.7: Technology & Innovation 2

ISPIM Seeks

Solutions: Solving the Innovation

Management Challenge

led by

Christophe Deutsch – Telops and Frank

Piller – RWTH Aachen University & MIT


Moderator & Introduction: Martha Hodgson, Pure Insight

Magnus Kuschel, Managing Director, Volvo IT Innovation Centre: Value networks &

Commute Greener!

Martin Ertl, Chief Innovation Officer, Bombardier

Transportation: "YouCity" open innovation contest – what

exactly does "smart mobility" in the future mean for

passengers?

Jean–Paul Hautekeer, Global Marketing Director, High

Performance Building & Solar Solutions, Dow Corning:

Innovation to enhance energy efficiency in High Performance

Building

Facilitator: Kevin McFarthing

Facilitator:Jeff Hovis

Facilitator:Urs Daellenbach


Facilitator:Heather Moore

Facilitator:Anna Trifilova

Facilitator:David Probert

Yat Ming Ooi: Unpa‐cking Stickiness: Und‐erstanding Issues Ass‐ociated with Acces‐sing/ Implementing User Knowledge

Martin Rhisiart: Strategic Framework

and Knowledge Exchange Platform for Eco–Innovation

Lauri Pulkka: Service–Dominant Innovation in a REC Sector Open Innovation Network

Kaisa Still: Networks of innovation relationships:

multiscopic views on Finland

Laura Kanto: Mystery shopping as a part of a service innovation

process

Fabian Schlage:Teaching Innovation Management based on Gamification –

Jason Li–Ying: When does technology licensing facilitate NPD performance? Evidence from China

Dieter De Smet: Involving Customers:

The Acquisition Capability of

Knowledge intensive Companies

Tommi Lampikoski: Role of networks in green innovation in resource intensive

businesses

Romain Lorentz: Open Innovation

Practices in the Bio–industrial Sectors

Robert Blache: A National Innovation Network in New Zealand: the

Materials Accelerator

Tor Helge Aas: Managing the

Portfolio of New Service Development

Projects

Nizar Abdelkafi:Towards Open School: How to

organise Innovation Contest with Students

Sarah Cheah: Why are some firms more successful than

others in commercialising public research?

Jari Jussila: Social Media Roles in Crowdsourcing

Innovation Tasks in B2B– Relationships

Katharina Mattes: Adoption of Renew‐able Energy Techn‐

ologies: Determinants within the Manuf‐acturing Industry

Colin Cheng: The role of creative climate in open innovation effectiveness

Tzameret H. Rubin: Absorbing Knowledge

through Collaboration: Evidence from

Australia

Kuo–Nan Hsieh: The Knowledge Transfer Mechanisms for New Service Development

Sally Davenport:Innovating Student Assignments within

Traditional Assessment Structures

Henri Simula: Empirical comparison of commercialization of radical product and

technology innovations

Risto Rajala: Managing user

innovation through crowdsourcing in

online user communities

Julius Golovatchev: Conceptual Model for

Design and Management Smart Energy Products

Virginie Lefebvre: Role of Network

Competence and Top Management in Open

Innovation

Jorma Nieminen: State

Entrepreneurship behind Wireless

Industry Emergence in Finland

Gerrita Van der Veen: A Mixed–method Approach to Reveal Untapped Customer

Needs

Karl–Heinz Leitner:Innovation Futures: Expanding the way how we think and

teach about innovation

Nguyen Thi Duc Ng‐uyen: Tech. Transfer in Japanese Subsid‐iaries in Vietnam: National Culture Perspectives

Anna Koppe: Mapp‐ing Emerging Techn‐ology Competencies in Applied Research

1730 END OF SESSIONS – DAY TWO

1930 FOR 2000 – 2300 CONFERENCE SOCIAL EVENING ‐ Venue: Restaurant Saaristo, Klippan Island, 00140 Helsinki. A boat transfer shuttle operates from Saaristo's pier near the Olympia terminal, next to the Peace Statue. Please make your own way to the pier and don't forget to bring your badge as the only other way to get to the island is to swim! Delegates are invited to a relaxing evening at the Restaurant Saaristo on the Island of Klippan (www.asrestaurants.com/EN/restaurants/saaristo/presentation.html). Upon arrival by boat, you will have the best view of Helsinki – the Empire–Helsinki skyline to the North and the walls and bastions of King Gustav style Suomenlinna to the South. A traditional Finnish barbecue will be followed by a local live band together with the much–anticipated second outing of the ISPIM Band! Plus Sponsor Awards: The "That’s Interesting! Award" sponsored by Aalto University School of Business; The Best Paper on "Practical Implications for Technology" sponsored by Nokia Siemens Networks. Dress Code: Casual

11

WEDNESDAY, 19 JUNE 0900 – 1030 SCIENTIFIC & PRACTITIONER SESSIONS ‐ (15 minutes per presenter plus 30 minutes facilitated group discussion) WORKSHOP ACADEMIC RESEARCH DEVELOPMENT SESSIONS

(4 mins presentation & 11 mins peer and group feedback per presenter)




Meeting Room 302 3rd floor


Room: Sirkus 0 floor Meeting Room 303 3rd floor


Session 7.1: Integration and participation

Session 7.2: Perspectives on Innovation

Session 7.3: Open innovation II

Session 7.4: Industry solutions

Session 7.5: Creativity for Innovation Management Transferring Knowledge

for Innovation: Exploring knowledge reciprocity

(SIG)

led by Allen Alexander – University of Exeter Business School &

Peninsula Innovations Ltd and

Antero Kutvonen & Bruno Woeran, Lappeenranta University of Technology

ARDS 7A: Business Mode‐ls & Entrepreneurship

ARDS 7B: Green Innovation

Facilitator: Chris Nedin

Facilitator: Jukka–Pekka Bergman

Facilitator:Paavo Ritala

Facilitator:Leona Fitzmaurice

Facilitator: Byoung Soo Kim

Facilitator:Patrick Spieth

Facilitator: Urs Daellenbach

Andrey Martovoy, Anne–Laure Mention: Role of clients in fostering

innovation in services

Claus Ostergaard, Claus Rosenstand: Into the

Surge of Network–driven Innovation

Justyna Dabrowska: Mapping perceptions and reality of open innovation

balance

Lars Langenberg: Improving Healthcare

Innovation Performance through a Global Online–Collaboration Platform

Balder Onarheim: An Introduction to 'Creativity

Constraints'

Sampo Tukiainen: Identity construction of foreign entrepreneurs in the

Silicon Valley

Helena Sjögrén: Entrepreneurial

orientation in social enterprises

Tarmo Tuisk: Socio–

psychological Aspects of Entrepreneurial Identity

Dirk Schneckenberg: The Role of Design Thinking in

Business Model Innovation

Bastian Halecker: How can Systems Thinking add

Value to Business Model Innovation?

Andrey Yarygin: Valuing Innovative 4G (LTE) Technology with Real Options Approach

Katarzyna Tarnawska: Strengthening Eco–innovation Drivers through Political

Measures. The Case of Poland

Janusz Rosiek: The climate policy towards green jobs

in the EU

Albert Lejeune: A Table Game to Elicit Green Capacities in Business

Models

Mike Schulze: Innovating Organisations towards

Energy Efficiency

Aleksi Neuvonen: Gatekeepers of

Sustainable Innovation

Edward Faber: Supporting Co–creation in Service Innovation using Serious

Gaming

Hans Björkman, Erik Lindhult, Christina Öberg: Angels and Demons – The Religion of Innovation?

Kaisa Henttonen: Open Innovation in SMEs in

Commercialization Phase *Knut Holt Award

Nominee*

Serena Robba: Biopharmaceutical

alliances and competition: a real options game

approach *Alex Gofman Award Nominee*

Hans–Juergen August: Assessing creativity traits to improve a high–tech company's innovation

performance

Marcus Niebudek: Customer Integration into New Financial Services

Development

Katja Salinto, Päivi Eriksson: Argumentation analysis as a method of studying interpretations

of innovation

Majbritt Evald, Ann H Clarke: An Open Innovation Project Typology Based on Exploration and Exploitation

Pekka Torvinen: External Technology

Commercialization in Russian Manufacturing

Industry

Lee Beniston: An Ethnography of Creativity:

Studies in Multidisciplinary Scientific

Research

Nagwan Abu El–Ella, John Bessant, Andreas

Pinkwart: Accelerating High–Involvement: New Technologies as Enablers of Employee–Participation

in Innovation

Luise Li Langergaard, Anne Vorre Hansen: Innovation

– A one size fits all concept?

Thommie Burström: Boundaries of business models and platform

development

Antti Ainamo: Private–Collective Innovation in the Finnish Gaming

Ecosystem, 1991 to 2012

Matthias Voigt: Can IT Actually Enhance

Creativity? Empirical Findings and Research

Agenda

1030 – 1100 COFFEE BREAK (Lobby & Foyer 2½ floor)

12

WEDNESDAY, 19 JUNE – continued 1100 – 1230 SCIENTIFIC & PRACTITIONER SESSIONS (15 minutes per presenter plus 30 minutes facilitated group discussion) WORKSHOP ACADEMIC RESEARCH DEVELOPMENT SESSIONS

(4 mins presentation & 11 mins peer and group feedback per presenter)









Session 8.1: Looking beyond firm boundaries

Session 8.2: Product Development 1

Session 8.3: Collaboration:

Knowledge sharing

Session 8.4: Innov‐ation Measurement &

Assessment 1

Session 8.5: Ideas & Ideation

Session 8.6: Regions, Government & Policy

Serendipity –understanding the key

to organizational innovativeness

led by

Ilkka Kakko – @Serendipitor & Sebastian Olma – Creative Director, Serendipity Lab

ARDS 8A: Collaboration for Innovation

ARDS 8B: Foresight & Future Orientation

Facilitator: Antero Kutvonen

Facilitator: Bruno Woeran

Facilitator:Frank Lillehagen

Facilitator:Joanne Hyland

Facilitator:Anton De Waal

Facilitator:Leona Fitzmaurice

Facilitator:Jens Leker

Facilitator: René Rohr‐beck & Cinzia Battistella

Karoline Bader: How to benefit from cross–

industry innovation? A best practice case

*Alex Gofman Award Nominee*

Killian McCarthy: Managing Product

Innovation in Homogenous Goods

Industries: An Empirical Investigation

Marian Garcia: Engagement in

Innovation Knowledge Sharing: Exploring the

Link to Creativity

Matthew Mount: An Integrated Framework for the Assessment of

Organizational Innovation

Anna Rose Vagn: Towards a New

Framework of Idea Management as Actor

Networks

Christopher Nedin: GovJAM a new

approach to public policy

Mathias Beck: Impact of Publicly Promoted Collaborative R&D

Projects on Innovation Performance

Tomi Juhola: Agile Methodologies as Process Innovation

Drivers

Man Hang Yip: Healthcare product–

service system development: which stakeholder to engage

and when?

Bernd Markus Zunk: New demands on

innovative suppliers: Understanding industrial customer motivation

Erik Lindhult: Service Innovation Capabilities in Large Industrial

Companies

Vesa Salminen: Sustainability Services Innovation Model

Judith Mühlenhoff: The Role of Intermediaries in

Culture–Driven Innovation and Future

Orientation

René Rohrbeck: Introducing the

Competitive–Dimension to Corporate Foresight

Beata Poteralska:

Implementation and evaluation of foresight results: experiences and

lessons learned

Konstantin Vishnevskiy: Employing Foresight methods for creating strategies of new

materials development

Joanna Labedzka: Strategic planning in research organisations with foresight–based

hybrid model

Tauno Kekale: The Impact of External

Networks on Innovation in Creative

Industries

Pierre Wolfram: Differences in New

Product Development in Europe and Asia

Chiara Cantu: Knowledge

intermediaries and business mentors. The rising of co–managed

Innovation.

Steven Schepurek: Innovation Performance

Measurement: KPIs for Goal–Setting

Magnus Bergendahl: High Performers in Ideation: A Study of

Motivational Factors in Ideation Management

Dion O'Neale: Innovation by the

numbers: an analytic approach

Lydia Samsonowa: Designing User Expe‐riences for Technology Interfaces: Creative

Methods within Multi‐disciplinary Teams

Maria Smirnova, Vera Rebiazina: Are Russian product innovations market–driven?

Kenneth Husted: Dual allegiance, knowledge sharing and knowledge

protection: An empirical examination

Alex van Putten: Valuing Flexibility in pursuit of uncertain investments with extraordinary value

Stefan Posch: 24h –Innovation Marathon

Minna Sarkkinen: Structural Equation

Modelling of Innovation Capability Factors in a Region

Angelo Natalicchio: Benefiting from

markets for ideas: An investigation across different typologies *Knut Holt Award

Nominee*

Akio Nagahira: Comparative study on FFE activities between Korean and Japanese

NPD

Paavo Ritala: Knowledge Sharing, Knowledge Leaking and Innovation Performance: An Empirical Study

Birte Golembiewski: Enhancing patent

analysis as measure for innovation

Andreas Riel: A Reference Process

Model for Structured Ideation

Chunjia Han: Evaluating the High–tech Industry's R&D

Efficiency: an Emerging–market

Perspective

1230 – 1330 NETWORKING LUNCH (Paasi Restaurant 2nd floor & Lobby & Foyer 2½ floor) 1245 – 1315 ISPIM PHD COMMUNITY NETWORKING LUNCHTIME SESSION ‐ "Next Steps, future challenges, get involved!" led by Juha Hinkkanen ISPIM PhD Community Co–ordinator – (Congress Hall 2½ floor ‐ bring your plate!)

1330 – 1400 LUMINARY SPEAKERS Stefan Kohn, Portfolio Manager, T–Gallery, Deutsche Telekom, President, PDMA eV: “Innovation – attitude makes the difference” (Chair: Iain Bitran) (Congress Hall 2½ floor)

Bror Salmelin, Advisor, Innovation Systems, European Commission DG CONNECT: “Creating innovation ecosystems for jobs and growth – an EU perspective” (Chair: Bruno Woeran) (Siltasaari 1st floor)

13

1400 – 1530 SCIENTIFIC & PRACTITIONER SESSIONS (15 minutes per presenter plus 30 minutes facilitated group discussion) WORKSHOP ACADEMIC RESEARCH DEVELOPMENT SESSIONS

(4 mins presentation & 11 mins peer and group feedback per presenter) Room: Siltasaari 1st

floor Room: Karl Lindahl 1½

floor Room: Juho Rissanen


1½ floor Room: Viktor Julius von Wright 3½ floor




Session 9.1: Network position and engagement

Session 9.2: Product Development 2

Session 9.3: Collaboration: HR, Emotions & Trust

Session 9.4: Inno‐vation Measurement

& Assessment 2

Session 9.5: Crowds & Customers

Innovation &

Entrepreneurship Teaching Workshop

led by:

John Bessant – Exeter University Business

School

ARDS 9A: Open Innovation

ARDS 9B: People, Culture & Knowledge

ARDS 9C: Process, Performance &

Industrial Systems

Facilitator: Kaisa Still

Facilitator: Anton De Waal

Facilitator:Frank Lillehagen

Facilitator:Joanne Hyland

Facilitator:Christina Grundström

Facilitator:Eelko Huizingh

Facilitator:Paul Ellwood

Facilitator: Tor Helge Aas

Michelle Miller: Everyone has a Role:

Whole System Engagement Maximizes

Collaboration

Teresa Tiaojung Hsu: Is product advantage really important for product innovation?

Giedrius Jucevicius: Managing Trust in

Innovation Clusters of Latecomer

Technological Firms

Joe Amadi–Echendu: Schematic Framework for Measuring Firm Innovativeness in Nigeria's Petroleum

Sector

Yvonne Kirkels: Crowd Voting, a method tested in favour of entrepreneurship

Mikko Laine: Inbound Open Innovation:

Opportunity Costs in Complex Product Environments

Aleksejs Busarovs: RallyFighter, Crowd

designed vehicle, case study of open innovation.

Pentti Launonen, Hank Kune: Orchestrating Open Innovation

Networks: Experiences from a Finnish Research

Programme

Dimitrios Salampasis: A trust embedded open Innovation adoption in

financial services

Haejin Jo: Modeling the improvement–user

satisfaction relationship in mobile applications

Narimasa Yokoyama,

Masaaki Takemura: On–site innovation in

Japanese local grocery chain stores

France Riguelle: How Intellectual Capital

Influences Innovation in Belgian Luxury Houses

Yoonjung An:

Generating creative ideas for innovation: a

WordNet–based morphology approach

Maha Shams: Facilitating An

Innovative Culture Within The Fast Moving

Airline Industry

Mikko Heinonen: Unde‐rstanding the comme‐rcialization process &

business growth

Kirill Welz: Internal time drivers for successful

innovation management processes

Julian Vincent Kauffeldt: Determining the

Connection between R&D Expenditures &

Share Price

Kaisu Puumalainen: Impact of

Innovativeness on CSP

Urszula Wnuk: Nurturing Technological Advantage: University–Industry Technology

Transfer in NIS

Melina Maunula: Orchestrating industrial transformation to bio‐business – Case Finland

Giovanni Perrone: How a firm's network

position influences different innovation

performance

Daniel Schallmo: An approach for de–commodisation: evaluating and escaping the

commodity trap

Daria Podmetina: Role of Human Resource Practices on Internal and External Openness

Mika Pirttivaara, Susanne Durst: Assessing the

outcomes of complex innovation activities Insights from ACSI

Miia Kosonen: Cheer The Crowd? Exploiting Crowdsourcing as a Problem–Solving

Strategy

Heikki Rannikko: Resource Mobilisation, Embeddedness and Risk–acceptance in

Small Innovative Firms

Patrick Spieth: The influence of perceived innovativeness in product portfolios

Heidi Olander: Relationships of

protecting prerequisites of

innovation, HRM, and organizational trust

Paul Williams: Innovation Assessment

& Initiative Implementation

Process

Wael Soliman: Crowdsourcing as a Sourcing Strategy for the Ambidextrous

Organization

Jing Cai: Network embeddedness,

Innovation strategy and Firm performance

Marco Hubert: Effect of Flagship–Products on the Perceived Innovativeness of a

Firm

Piia Haavisto: Emotions towards innovations in

discussion forums – opportunity or threat?

Anna Menenti, Huub van Heeswijk: Measurable

acceleration in global innovation processes

by managing behaviour

Irina Saur–Amaral: Reaching Potential Lead Users through Virtual Communities

1530 – 1600 COFFEE BREAK (Congress Hall 2½ floor) Awards for Outstanding Contributions Invitation to attend The XXV ISPIM Conference: Innovation for Sustainable Economy & Society ‐ Dublin, Ireland: 8–11 June 2014 Invitation to attend The 6th ISPIM Innovation Symposium: Innovation in the Asian Century ‐ Melbourne, Australia: 8–11 December 2013

1530 – 1610 "INNOVATION IN HELSINKI" COMPANY VISITS: TRAVEL Groups of between 10–20 will travel with a tour leader leaving at 1530 – please meet in the Entrance Foyer and don't forget to bring your badge.

1600 – 1730 WORKSHOPS 1610 – 1800 "INNOVATION IN HELSINKI" COMPANY VISITSRoom: Karl Lindahl 1½ floor Room: Juho Rissanen 1½ floor Room: Tarja Halonen 1½ floor Company visits to: Rovio Entertainment, Kone Corporation, Aalto Design Factory, Startup

Sauna, Urban Mill, TIVIT 1610: Arrival at designated company & Refreshments 1630 – 1800: Tour and presentations 1800: Travel back to Helsinki

Getting your paper published: a gamble or a skill? led by: Eelko Huizingh – Huizingh Academic Development

Panel discussion about collaborative value creation & open innovation led by: Minna Pikkarainen & Kaisa Still – VTT

Agile Enterprise Design and Innovation led by: Frank Lillehagen – Commitment AS

1730 CLOSE OF CONFERENCE

CONFERENCE PARTNERS

Organiser: International Society for Professional Innovation Management (ISPIM) is a network of researchers, industrialists, consultants and public bodies who share an interest in innovation management. Founded in 1983 by Professor Knut Holt in Norway, ISPIM is the oldest, largest and most active innovation association in Europe. ISPIM 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.

Host: Aalto University School of Business – formerly the Helsinki School of Economics (HSE) - was established in 1911. Today, the School of Business is the leading business school in Finland and one of the top schools in Europe. The School belongs to the top 1% of schools of business that have been granted the most important international quality accreditations in its field: AACSB, AMBA and EQUIS. The school is a member of CEMS (the Global Alliance in Management Education) and PIM (Partnership in International Management). The School of Business is an innovative and lively community of about 4,000 students and over 600 researchers, teachers and service personnel. The main campus is in Helsinki and another campus in Mikkeli, Finland. The School is part of Aalto University, which was created in 2010 from the merger of three Finnish universities: Helsinki School of Economics, Helsinki University of Technology, and the University of Art and Design Helsinki.

Local Partner, Conference Book & Proceedings: Lappeenranta University of Technology (LUT) was established in 1969 as a national university of technology. LUT is a state-run university in Finland and is financed by the Ministry of Education. LUT is specialised in technology and economics. About 5000 students study in the various degree programmes offered by the university, and about 900 new students are admitted each year. There are about 500 postgraduate students, and 900 members of staff. The most outstanding feature of the university is the way in which it has successfully integrated expertise in technology and economics. LUT's location on the border between the EU and Russia has also had a major impact on the university's activities and orientation.

Sponsor: HYPE Innovation is a global leader in end-to-end innovation management software. HYPE’s powerful platform allows organizations to engage thousands of employees in idea generation and collaborative problem solving. We help you focus on measurable business outcomes that can be tracked through to execution. Companies work with HYPE for our flexible products, our deep expertise in innovation management, and our long history of success with some of the largest organizations in the world. Our client community includes global companies such as GE, P&G, Bombardier, DHL, Roche, Nokia Siemens Networks, Daimler, Airbus, General Mills, Saudi Aramco, Bechtel, Clorox, Deutsche Telekom, and many more.

Sponsor: Imaginatik® is the world’s first full-service innovation firm. We have 16 years of experience building innovation into a sustainable competence at some of the world’s largest and most respected companies. Through a mix of consulting and advisory, hands-on innovation projects and program management, and our award-winning enterprise software platform, we help clients develop innovation capability into a permanent competitive advantage. Imaginatik is the trusted partner of leading organizations including Blue Cross Blue Shield, CSC, Ladbroke’s, The World Bank, Cargill, Mayo Clinic, The Chubb Group of Insurance Companies, HCA, Windsor Foods, Dow Chemical, and Goodyear.

Sponsor: Product Genesis is a strategic innovation management consulting firm that spun out of the MIT Innovation Center two decades ago. Our unique competency is in the application of structured approaches for identifying and qualifying growth, disruption and whitespace opportunities, by matching evolving technology capabilities against changing market conditions. Our seasoned, technology-savvy cross-functional team is skilled at working across industry and market domains, and brings broad, lateral thinking that yields silo-busting product and services innovations. Our clients include some of the most successful innovators in the Global 2000, with shareholder returns far above industry norms.

Sponsor: rInnovation Group specializes in helping established companies, committed to technology-based and business model innovation, develop effective and sustainable innovation capabilities for growth and corporate renewal. The RI Group combines RPI and Babson College academic insights, with leading-edge industry experiences, and works across diverse industries to accelerate the lifecycle and increase the success rate of innovation investments. The company was established in 2001 upon release of "Radical Innovation: How Mature Companies Can Outsmart Upstarts" and continues to evolve the implementation roadmap for innovation with “Grabbing Lightning: Building a Capability for Breakthrough Innovation”, winner of Strategy + Business Magazine 2008 Innovation Award.

PhD Dissertation Award, Best Conference Paper & Best Student Paper Prizes: Wiley is a global publisher of print and electronic products, specializing in scientific, technical, medical and scholarly journals, encyclopaedias, books, and online products and services; professional/trade books, subscription products, training materials, and online applications and websites; and educational materials for undergraduate and graduate students and lifelong learners.

Best Technology Paper Prize: Nokia Siemens Networks is a leading global enabler of communications services. The company provides a complete, well-balanced product portfolio of mobile and fixed network infrastructure solutions and addresses the growing demand for services with 20,000 service professionals worldwide. The combined pro-forma net sales of 17.1 billion Euros in fiscal year 2006 make Nokia Siemens Networks one of the largest telecommunications infrastructure companies. Nokia Siemens Networks has operations in some 150 countries and is headquartered in Espoo, Finland. It combines Nokia's Networks Business Group and the carrier related businesses of Siemens Communications.

Graphic Design: Benten8 is a creative design company. We provide graphic and web design, user interface development for complex mobile device and web applications, marketing and branding to a wide range of clients. Originally trained and experienced in the world of high fashion, we bring an artistic eye to every design and an understanding of the entire design process, from initial concept to implementation. Our designers and programmers share the philosophy that all aspects of art and creativity must be considered in order to create meaningful, robust designs with practical impact and usability.

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The Aalto University School of Business (formerly the Helsinki School of Econo-mics) was established in 1911.

Today, it is the leading business school in Finland and one of the top schools in Europe. The School belongs to the top 1% of schools of business that have been

granted the most important international quality accreditations in its field: AACSB, AMBA and EQUIS.

The School of Business is an innovative and lively community of about 4,000 stu-dents and over 500 faculty and staff. The main campus is in Helsinki and another

campus in Mikkeli, Finland.

The School is part of Aalto University, a new multidisciplinary community in the fields of science, business, art and design. Founded on Finnish strengths, the Uni-versity aims to become one of the world’s top universities.

Leading the Way.

business.aalto.fi/en

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

Award-winning End to End Innovation Management Software

Define long-term innovation goals.

Run Idea Campaigns to generate ideas with a clear focus.

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HYPE Innovation, a trusted expert for over 11 years, delivers enterprise innovation software in 17 languages to companies around the globe. HYPE’s proven innovation process and award-winning software provides our customers with a powerful engine for end-to-end innovation, from open innovation campaigns and crowd-generated ideation to concept evaluation and value-creating innovation projects.

Our global customer community includes leading innovators such as General Motors, General Electric, Procter & Gamble, Bombardier, DHL, Roche, Nokia Siemens Networks, Daimler, Airbus, General Mills, Saudi Aramco, Bechtel, Clorox, Deutsche Telekom, and many others.

www.hypeinnovation.com

Innovation has become the single most important driver of market success for today’s companies. As a full-service innovation firm, Imaginatik has led organisations to major results

– driving growth, increasing revenue, delighting customers, finding new markets, and creating trends.

Our BeliefsImaginatik was founded in 1996 on the idea that innovation is the main reason why companies succeed or fail. Innovative companies dominate their industries; others struggle to keep up. We sought to understand why, and to help those who were struggling. Over time we have learned:

A sustainable competence must be built. There is a world of difference between innovating once, and innovating repeatedly. Many companies produce flashes of brilliance, but fail to turn those successes into a persistent capacity – thus missing the true value of innovation.

Tangible success can be achieved. Innovation fails to take hold at many companies because few truly believe in its potential. Innovation seems too fuzzy, too risky, too uncertain for many – no matter if they’re senior executives or the front line. Creating early and visible success is a critical enabler toward a sustainable innovation capability.

Innovation is a journey. An innovative company culture isn’t accomplished in a day or week, and a piece of software alone will not create it. From strategic alignment to scaled process and methods, the path to innovation excellence unfolds over years, not months.

It is a pervasive discipline. At one time, innovation was relegated to a few people in R&D. But good ideas can come from anyone, and thus innovation deserves to be the province of all employees and stakeholders. A core innovation team or committee succeeds to the degree that it takes inputs widely, and builds process that involves the entire organisation.

Our WorkThe work we do is supported by a unique blend of capabilities. Some innovation providers focus on strategic advice and consulting. Others focus on delivering design projects, actually producing the innovations. Still others offer a software platform or online tools. We offer all of these – consulting, projects, and software – as methods that we match to the practical realities of each client’s innovation journey.

Cutting-edge advisory and consulting. Building innovation into an internal discipline is a serious endeavour – one that begins with strategic planning, and quickly follows with trial and error, iteration, and progress. We have both the experience and knowledge to provide strategic counsel at each step.

World-class innovation expertise. Our team of coaches and advisors have all worked at Fortune 500 companies – running innovation programs that deliver real value and results. They have run large-scale idea campaigns, developed breakthrough new products, launched revolutionary operational models, and saved millions in costs and overhead.

Imaginatik at a GlanceMaking innovation sustainable across the enterprise

®

®

Strategic Innovation Management Consulting for Corporate Growth and Renewal

“Through Product Genesis’ work we are creating new opportunities, shareholder value and a sustainable competitive advantage.”

CTO, Fortune 500, Diversified Equipment

PProduct Genesis

Innovation Genesis, LLCThe Old Corner Book Store3 School Street, 2nd FloorBoston, MA 02108 USAP: +1 617 234 0070

[email protected]

Affiliates in Asia, Europe and South America

ACCELERATING SUCCESS THROUGH STRATEGIC INNOVATION

NEW 5th Edition

Now Available

European Market Leading Text by Joe Tidd, SPRU, University of Sussex

and John Bessant, Exeter University

Review the Innovation Community Portal and Innovation Toolbox at

www.innovation-portal.info

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

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Jaakko Paasi, Katri Valkokari

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Vol. 17, No. 3 (June 2013) – Ninth Special Issue for ISPIMEditorial — Ninth Special Issue for ISPIM: Stimulating Innovation: Challenges for Management, Science and Technology (J Tidd, E Huizingh, S Conn)Search Far and Deep: Focus of Open Search Strategy as Driver of Firm’s Innovation Performance (K Henttonen, P Ritala)Conceptualizing the Co-Creation of Competitive Advantage in Technology-

(M A Jääskeläinen, S Kortelainen. J J Hinkkanen)Merits of Collaboration with Potential and Current Users in Creative Problem-Solving (M Hewing)My Idea is Our Idea! Supporting User-Driven Innovation Activities in Crowdsourcing Communities (M Kosonen, C Gan, H Olander, K Blomqvist)Private–Public Collaboration and Innovation Performance: Does Training Matter? (N Torugsa, A Arundel)Innovation Tool Adoption and Adaptation in Small Technology-Based Firms (G A de Waal, P Knott)Lean Venturing: Learning to Create New Business Through Exploration, Elaboration, Evaluation, Experimentation, and Evolution (H Breuer)Innovation Process, Decision-Making, Perceived Risks and Metrics: A Dynamics Test (G Brophey, A Baregheh, D Hemsworth)Towards Sustainable Competitiveness: Comparison of the Successful and Unsuccessful Eco-Innovators (H Forsman, S Temel & M Uotila)

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HOT TOPIC ROUNDTABLE SESSIONS

Tables 1‐8 Room Siltasaari 1st floor Tables 9‐14 Room Karl Lindahl 1½ floor Tables 15‐20 Room Juho Rissanen 1½ floor Tables 21‐40 Room Congress Hall 2½ floor Seating is first‐come, first‐served.

INDUSTRY‐LED TABLES

SCIENTIFIC‐LED TABLES

1: ISPIM Seeks Solutions A: Solving the Innovation Management ChallengeFrank Piller ‐ Director, Technology & Innovation Management Group at RWTH Aachen University, Germany & Co‐director of the MIT Smart Customization

Group at MIT, USA

21: How can we improve the success rate of Knowledge Transfer Projects?Allen Alexander ‐ Senior Research Fellow, University of Exeter Business School &

Director, Peninsula Innovations Ltd, UK

2: ISPIM Seeks Solutions B: Solving the Innovation Management ChallengeChristophe Deutsch ‐ R&D Manager, Telops, Canada

22: Completing a PhD in Innovation Management: How can students best tackle the challenges? Eelko Huizingh ‐ Associate Professor, University of

Groningen, Netherlands 3: What is the role of the innovation coach in organisations?

John Bessant ‐ Director of Research, University of Exeter Business School, UK 23: What are the origins of a firm's ability to perceive and respond to change?

René Rohrbeck ‐ Associate Professor, Aarhus University, Denmark 4: Sustainable Growth requires Sustainable Innovation, not "Green Washing"?

Jeff Hovis ‐ Managing Principal, Product Genesis, USA 24: How can business model innovation be designed as a process?

Patrick Spieth ‐ Assistant Professor, EBS Universität für Wirtschaft und Recht, Germany

5: How do we design an Innovation Roadmap to deliver upon strategic ambitions? Joanne Hyland ‐ President, rInnovation Group, USA

25: What do you need to know about teaching innovation? Anna Trifilova ‐Fraunhofer MOEZ and University of Leipzig, Germany

6: How can open innovation help to solve ill‐defined problems in distributed environments? Michael Dell ‐ ratio strategy & innovation consulting, Austria &

Gisela Kogler ‐ Donau‐Universität Krems, Austria

26: Why do some innovation hotspots survive and others die? Anne‐Katrin Neyer ‐ Head of Research Group, Martin‐Luther University Halle‐Wittenberg

(Halle) and Head of Strategy & OR Group, Fraunhofer‐Zentrum MOEZ (Leipzig), Germany

7: Leadership behaviours for innovation ‐ what are we talking about?Bettina von Stamm – Director, Innovation Leadership Forum, UK

27: What are the latest challenges and opportunities in the Real‐Time Economy? Esko Penttinen ‐ Head of XBRL Finland Consortium, Aalto University,

Finland 8: Harnessing serendipity ‐ where are your challenges?

Ilkka Kakko ‐ @Serendipitor, Switzerland & Sebastian Olma ‐ Creative Director, Serendipity Lab, Netherlands

28: Innovation policies and Implementation in SMEs ‐ how to bridge the gap? Bruno Woeran ‐ Lappeenranta University of Technology, Finland

9: Who needs a standard for Innovation Management? Magnus Karlsson ‐Director, New Business Development & Innovation, Ericsson, Sweden

29: Self‐maintenance and self‐renewal: Success factors of innovation ecosystems? Sampo Tukiainen ‐ Aalto University, Finland

10: How can established firms overcome the challenges of building new businesses? Axel Rosenø ‐ Innovation Roundtable, Denmark

30: How can FEI activities be staged in order to escape dominant design paradigms and path dependent thinking? Louise Brønnum ‐ Aalborg University,

Denmark 11: How can we crowd source innovative solutions inside large organisations?

Mark Redmond ‐ Business Innovation Manager, Ergon Energy, Australia 31: The Unknown Side of Innovation: Is Innovation Always Beneficial?

Helena Forsman ‐ Professor in Business Management, Tampere University, Finland

12: How do you preserve organizational learning and knowledge in an open innovation, open collaboration environment? James Stikeleather ‐ Executive

Strategist & Chief Innovation Officer, Dell Services, USA

32: What is the state of competitive intelligence in innovative industries, offense and defense? Scott Erickson ‐ Professor, Marketing/Law, School of

Business, Ithaca College, USA 13: What are your biggest challenges towards building a Strategy for a more Resilient Organisation? Heather Moore ‐ Strategy & Future Vision, Vodafone

Group R&D, Germany

33: How to educate "ordinary" employees to become innovation champions? Mikael Johnsson ‐ Blekinge Institute of Technology & Munktell Science Park,

Sweden 14: How do "closed" companies implement Open Innovation?

Kevin McFarthing ‐ Innovation Fixer Ltd, UK 34: Internal support for business model innovation: What kind of support do firms need to manage business model innovation? Sabrina Schneider ‐ EBS

Universität für Wirtschaft und Recht, Germany 15: How to create and maintain successful, global business ecosystems in

industry? Minna Pikkarainen ‐ Principal Scientist, VTT Technical Research Centre, Finland

35: Can government efforts enhance Innovation & Technology Development? What can we learn from the challenges faced by Asian governments? Niyazi

Taneri ‐ University of Cambridge, UK 16: Decentralisation of Open Innovation functions – an increasing trend?

Nicole Russell ‐ Global Resourcing Manager, GlaxoSmithKline, UK 36: Can innovation partnerships help companies from emerging markets gain access to international markets? If so, how? Juha Hinkkanen ‐ Lappeenranta

University of Technology, Finland 17: Will cloud just transform IT or change our lives? Christian Verstraete ‐ Chief

Technologist ‐ Cloud, Hewlett‐Packard, Belgium 37: How has the role of the firm changed in local and national innovation

ecosystems? Seija Kulkki ‐ Professor, Aalto University, Finland 18: Innovation in Services: serendipity‐driven or managed process? Anne‐Laure

Mention ‐ CRP Henri Tudor, Luxembourg 38: Do innovative companies succeed better globally and what is the role of

internationalization on companies’ innovativeness on the home market? Daria Podmetina ‐ Lappeenranta University of Technology, Finland

19: Cross‐industry innovation between large enterprises ‐ doomed to fail or a potential source for breakthroughs? Stefan Kohn ‐ Deutsche Telekom & PDMA

eV, Germany

39: Isn't it time that innovation became a recognised discipline?Andrew O'Loughlin ‐ School of Management and Marketing, Deakin University,

Australia 20: Is 'creative economy' an alternative to 'sustainable growth'?

Byoung Soo Kim ‐ Korea Institute of S&T Evaluation and Planning (KISTEP), Korea40: What are the critical factors for SMEs to adopt and practice innovation and innovation management? Desai Narasimhalu ‐ Director, Institute of Innovation

and Entrepreneurship, Singapore Management University

26

THEMATIC PLANNER FOR REGULAR SESSIONS

Monday 1400–1530

1.1 Foresight Methods

1.2 Sustainability &

Systems 1

1.3 Collaboration in

R&D

1.4 Innovation & Internat‐ ionalisation

1.5 Living Labs and Smart Cities

(invited speakers)

1.6 Innovation Management 1

1.7 Business Model

Innovation 1

Monday 1600–1730

2.1 Foresight Applications

2.2 Sustainability &

Systems 2

2.3 Collaborative Innovation 1

2.4 Transferring Knowledge for Innovation 1

2.5 Theoretical Foundations for

Living Labs

2.6 Innovation Management 2

2.7 Business Model

Innovation 2

Tuesday 0900–1030

3.1 Uncertainty & Change

3.2 Sustainability as

a Catalyst

3.3 Collaborative Innovation 2


3.5 User Engagement for

Living Labs

3.6 Innovation Management Methods &

Tools

3.7 Entrepreneur‐

ship

Tuesday 1100–1230

4.1 Customers & Enviro‐

nmental Trends

4.2 Sustainabi‐lity & Social Innovation / Growth

4.3 Managing collaboration I


4.5 Applications of the Living Lab

Approach

4.6 Innovation Teaching & Coa‐

ching 1

4.7 Entrepreneur‐ship & Finance

Tuesday 1400–1530

5.1 Innovation environments and future orientation

5.2 Sustainability /

Social Innovation

5.3 Managing

collaboration II


5.5 Service Innovation 1

5.6 Innovation Teaching & Coa‐ching 2 (invited

speakers)

5.7 Technology & Innovation 1

Tuesday 1600–1730

6.1 Crowdsourcing

and user involvement

6.2 Geen Innovation

6.3 Open Innovation I

6.4 International solutions

6.5 Service Innovation 2

6.6 Innovation Teaching & Coa‐ching 3 (invited

speakers)

6.7 Technology & Innovation 2

Wednesday 0900–1030

7.1 Integration and

participation

7.2 Perspectives on Innovation

7.3 Open Innovation II

7.4 Industry solutions

7.5 Creativity for Innovation Management


8.1 Looking beyond firm boundaries

8.2 Product Development 1

8.3 Collaboration: Knowledge Sharing

8.4 Innovation Measurement & Assessment 1

8.5 Ideas & Ideation

8.6 Regions, Government &

Policy


9.1 Network position and engagement

9.2 Product Development 2

9.3 Collaboration: HR, Emotions &

Trust

9.4 Innovation Measurement & Assessment 2

9.5 Crowds & Customers

INNOVATION FOR BUSINESS SESSION PLANNER

ARDS SESSION PLANNER

Monday 1400–1530 New Business Development Through Innovation


ARDS 7A: Business Models &

Entrepreneurship

ARDS 7B: Green Innovation

Monday 1600–1730 Strategic Innovation

Tuesday 0900–1030 Creativity & Innovation in Action


ARDS 8A: Collaboration for Innovation

ARDS 8B: Foresight & Future

Orientation

Tuesday

1100–1230 Consumer‐led Innovation

Tuesday 1400–1530 The Future of Open Innovation


ARDS 9A: Open Innovation

ARDS 9B: People, Culture & Knowledge

ARDS 9C: Process,

Performance & Industrial Systems

Tuesday 1600–1730 Innovating Smarter Futures

27

SESSION 1.1: FORESIGHT METHODS (SIG) MONDAY, 14:00 ‐ 15:30

FACILITATOR: RENÉ ROHRBECK KARL LINDAHL 1½ FLOOR

Kaivo‐oja, Jari: Finland Futures Research Centre, University of Turku, Finland

THE CROWDSOURCING DELPHI: COMBINING THE DELPHI METHODOLOGY AND CROWDSOURCING TECHNIQUES

In this study three strong methodological approaches are combined including the Delphi methodology, the Crowdsourcing Approach and the Boston Consulting Matric Approach, while proposing an extension to conventional Delphi methodology, which we name as the Crowdsourcing Delphi. This new methodological approach is better and probably more efficient version of conventional tool package of the Delphi methodology. Thus, the contribution adds new understanding to modern innovation management based on expert evaluations, and in some special consumer driven cases, on laymen (customers or final commodity users) evaluations. The study will have many practical implications for the use of crowdsourcing methodology. All the key stakeholders of the Quartet Helix (university researchers, corporations, the government and customers), which want to utilize modern crowdsourcing techniques, could benefit from this study. Author(s) Kaivo‐oja, Jari: Finland Futures Research Centre, University of Turku, Finland Santonen, Teemu: Laurea University of Applied Sciences, Finland Myllylä, Yrjö: Regional Development Ltd,, Finland

Kononiuk, Anna: Bialystok University of Technology, Poland

THE METHODOLOGY OF SCENARIO CONSTRUCTION BASED ON TRIANGULATION PRINCIPLE

The paper integrates research in the scope of the scenario method, foresight studies, and triangulation; more specifically, essential scenario quality criteria posited by Stewart, engaging diverse stakeholder groups in the research as well as researcher, theoretical and data triangulation. The main outcome of the research is the referential methodology of scenario construction based on the triangulation principle applied to experts' identification and identification of factors shaping a given phenomenon. The aim of incorporating triangulation is to enhance research validity in creating new ideas for the benefit of foresight studies. The current understanding of the problem, a literature review on triangulation, the elaborated methodology as well as the application of the methodology to "NT FOR Podlaskie 2020". Regional strategy of nanotechnology development foresight initiative have been presented. The paper contributes to broadening the understanding of scenario method application to foresight studies. Author(s) Kononiuk, Anna: Bialystok University of Technology, Poland

Magruk, Andrzej: Bialystok University of Technology, Poland

HYBRID CONCEPT IN FORESIGHT METHODOLOGY

Article provides procedures for the selection of foresight research methods based on hybrid concept. This approach should facilitate the understanding of the designing process by the main executors. In the author's opinion concepts presented in this paper could be used by managers of foresight programs, streamlining the organizing process of the program. According to the author this article is intended to be the contribution to the development of foresight methodology studies as a research method of management sciences. It comes from the belief that foresight is still developing method of studies of the future management and its research methodology still has many gaps. Undertaken subject is innovative, and its development will surely have a practical application. It may become a source of tips and instructions helpful in the process of foresight management. Author(s) Magruk, Andrzej: Bialystok University of Technology, Poland

Pinter, Djordje: Austrian Institute of Technology, Austria

APPLICATIONS, LIMITATIONS AND EFFECTS OF CORPORATE FORESIGHT METHODS

This research paper presents an early stage analysis and evaluation framework of methods used within corporate foresight activities as a means of detecting and shaping innovation opportunities. An overview of the state of the art of findings on popular methods and an adaptable framework for evaluating corporate foresight methods according to situations and aims is presented. Using findings from other fields such as psychology, the proposed framework presents a classification of methods. Thereby, biases, risks and sensible decisions in foresight processes are spotlighted. In addition, an understanding and theory building for decision making within corporate foresight activities is enhanced. For researchers, the framework is also adoptable for specific environmental and organizational situations and gives hints for further research streams, thus offering hypotheses that are yet to be tested empirically. Author(s) Pinter, Djordje: Austrian Institute of Technology, Austria

28

SESSION 1.2: SUSTAINABILITY & SYSTEMS 1 MONDAY, 14:00 ‐ 15:30

FACILITATOR: SCOTT ERICKSON JUHO RISSANEN 1½ FLOOR

Boisselier, Yves: MAC‐Team aisbl, Belgium

RESPONSIBLE PURCHASING PRACTICES: ROLE OF THE PRO‐ACTIVE SUPPLY CHAIN

The RESPECT project under the European Lifelong Learning Programme aimed to develop innovative methodology and tools to drive change on purchasing practices in supply chains and global markets. It explored an approach inspired by open innovation to facilitate collaboration among buyers, suppliers and consumers. The project adapted vocational training content and practices through activities in Turkey and Bulgaria for the apparel and footwear industries in global markets. It started with the observation that aligning purchasing practices with CSR has not been achieved in most supply chains. Stakeholders often miss the knowledge and practical tools to fill existing gaps. The complexity of global supply chains requires a more balanced power and collaboration between stakeholders. Suppliers need ways to better express needs and communicate about practices; Consumers seek to be better informed and be influencial; Buyers often lack information on good practices and seek new tools to reach a higher CSR level. Author(s) Boisselier, Yves: MAC‐Team aisbl, Belgium Bosson, Sabrina: FLA Europe ‐ Fair Labor Association Europe, Switzerland Mauléon, Fabrice: FBS ‐ France Business School, France

Hallikas, Jukka: Lappeenranta University of Technology, Finland

SUSTAINABILITY AS PART OF SUPPLIER COLLABORATION PRACTICES: IMPLICATIONS FOR INNOVATIVENESS

The aim of the study is to examine the impact of sustainability and supplier collaboration on firm's innovativeness performance. Recently, sustainability issues have received growing interest in the research of supply management, and discussion about how sustainability and innovativeness are related is also highlighted. The argument of this study is that green and ethical practices may lead to higher innovation performance as part of supplier collaboration since they require the firm to push towards new business models, processes, and product features. This issue is examined in this paper with a quantitative survey study of 165 Finnish firms. It was found that among different supplier collaboration practices that may potentially affect innovation performance, green and ethical practices are highlighted, along with systemic purchasing. This shows that sustainability issues in supplier collaboration have a major role in pushing firms towards innovative outcomes. Author(s) Hallikas, Jukka: Lappeenranta University of Technology, Finland Kähkönen, Anni‐Kaisa: Lappeenranta University of Technology, Finland Lintukangas, Katrina: Lappeenranta University of Technology, Finland Ritala, Paavo: Lappeenranta University of Technology, Finland

Liotta, Giacomo: University of Southern Denmark, Department of Technology and Innovation, Denmark

SUPPLY CHAIN SIMULATION AS INNOVATIVE PLANNING METHOD FOR SUSTAINABLE GROWTH

Computer simulation is often applied to Supply Chain Network (SCN) analysis for dynamically estimating production or logistics‐oriented Key Performance Indicators (KPIs). Simulations including the sustainability perspective in parallel with production and logistics KPIs are often overlooked in operations and innovation management practices. This preliminary research work proposes the development of a simulation‐based ICT platform providing Small and Medium Enterprises (SMEs) and larger firms with value‐added services relying on modelling and analysis of their production and logistics processes at both, single firm and SCN levels. This service framework is based on four requirements: Component‐based design of modular business processes; Ubiquitous intranet/internet‐based access; Open interfaces to data and external systems through web services; Integrated analytics capabilities based on simulation. The service framework aims at simultaneously supporting the planning decisions of SMEs, larger enterprises and public agencies/authorities in a way that could foster sustainable development at local and regional levels. Author(s) Liotta, Giacomo: University of Southern Denmark, Department of Technology and Innovation, Denmark Tanev, Stoyan: University of Southern Denmark, Institute of Technology and Innovation, Denmark Gerstlberger, Wolfgang: University of Southern Denmark, Department of Marketing and Management, Denmark Schultz, Ulrik Pagh: University of Southern Denmark, Maersk Mc‐Kinney Moller Institute, Denmark Bogers, Marcel: University of Southern Denmark, Mads Clausen Institute, Denmark

Valkokari, Katri: VTT, Finland

HOW TO CO‐CREATE SUSTAINABLE SOLUTIONS WITHIN MANUFACTURING INDUSTRY?

The purpose of this paper is to deepen understanding of innovation practices in the co‐creation of sustainable solutions within manufacturing networks. Based on action research within one manufacturing network, we explore how network mapping, business model archetypes and LCC tools can be utilised in order to co‐create a sustainable solution. The paper contributes to the current understanding about innovation practices in the co‐creation of sustainable solutions within a practical case study, describing the joint learning process between company representatives and researchers. The tested tools as well as the joint innovation process enabled the actors to understand better the consequences of their choices and actions on the social, economic and environmental systems they are part of. Author(s) Valkokari, Katri: VTT, Finland Valkokari, Pasi: VTT, Finland Rantala, Tuija: VTT, Finland Palomäki, Katariina: VTT, Finland Kunttu, Susanna: VTT, Finland Reunanen, Markku: VTT, Finland

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SESSION 1.3: COLLABORATION IN R&D MONDAY, 14:00 ‐ 15:30

FACILITATOR: MARKO TORKKELI TARJA HALONEN 1½ FLOOR

Döry, Tibor: Széchenyi István University, Hungary

OPEN RESEARCH PLATFORM TO FOSTER TECHNOLOGY TRANSFER

The paper summarises the results of an empirical study that was carried out within the "Open Research Platform" (ORP) subproject of "European Collaborative and Open Regional Innovation Strategies" (EURIS), that is an inter‐regional cooperation project co‐funded under the INTERREG IV C Programme of the European Regional Development Fund (ERDF). The main objective of the ORP subproject was the development of an electronic tool to improve collaboration and communication between business and academia under the open innovation paradigm. The tool is an information platform that enables regional actors, such as university institutes, research organizations and companies to structure and exchange their innovation relevant knowledge in a user‐friendly way and to tap on the intellectual potential rights (IPR) potential of the regional knowledge. It is important to conclude that effective technology transfer services complementary to the portal are relevant for bringing together scientists and company people and foster interregional R&D collaboration. Author(s) Döry, Tibor: Széchenyi István University, Hungary

Hinkkanen, Juha: Lappeenranta University of Technology, Finland

WHEN ARE HORIZONTAL AND VERTICAL R&D COOPERATION BENEFICIAL IN NPD?

Considerable amount of research has been dedicated to understanding R&D partnerships, and how those partnerships effect new product development. Typically this relationship is perceived as a positive one. What literature has failed to take into consideration is that for many emerging market firms the only possible partners for R&D are domestic partners, whose technological and managerial competencies are similar to those of the focal firm. Based on empirical evidence from 206 firms we analyse how different domestic R&D partners affect the success of new product development in Russia. We find that firms who focus on R&D partners along their own value chain often fail in new product development, whereas those cooperate with competitors are more successful. Moreover we find that there is an inversely proportional relationship between the ease of cooperation with different R&D partners in comparison to the success of the cooperation. Author(s) Hinkkanen, Juha: Lappeenranta University of Technology, Finland Podmetina, Daria: Lappeenranta University of Technology, Finland Väätänen, Juha: Lappeenranta University of Technology, Finland

Kudic, Muhamed: Halle Institute for Economic Research (IWH), Germany

NETWORK DYNAMICS: R&D COOPERATION TIMING IN THE GERMAN LASER INDUSTRY

Empirical evidence on the evolution of innovation networks within high‐tech industries is scant. We investigate network formation processes by analyzing the timing of firms to enter R&D cooperations, using data on laser source manufacturers in Germany. The analysis covers the observation period 1990‐2010. Network measures are constructed from a unique industry database that allows us to track both the formation and the termination of ties. Regression results reveal that a firm's knowledge endowment (and cooperation experience) shortens the duration to first (and consecutive) cooperation events. The previous occupation of strategic network positions is closely related to the establishment of further R&D cooperations at a swift pace. Geographic co‐location produces mixed results in our analysis. Author(s) Kudic, Muhamed: Halle Institute for Economic Research (IWH), Germany Pyka, Andreas: Chair for the Economics of Innovation, University of Hoheheim, Germany Sunder, Marco: Institute for Empirical Research in Economics, University of Leipzig, Germany

Petraite, Monika: Kaunas univeristy of technology, Lithuania

R&D INNOVATION THROUGH NETWORKS AND COLLABORATION: LINKING INNOVATION CAPABILITIES GLOBALLY

Open innovation concept, placed at the core of firm strategy from the very beginning, and supported by the proactive approach towards network development and capability building allow new high technology ventures to develop shared and reliable knowledge, which allows rapid R&D processes and access to market and commercialization sources. The new types of networks are developed with the transfer from the first to the second growth stage in order to gain new capabilities as related to marketing and commercialization activities. The openness of networks is defined by the knowledge generation tasks within them, i.e. the networks that aim at the new R&D knowledge development tend to be relatively closed, and limited to certain number of organisations (including lead customer organisations), while the application and standardization related knowledge development networks should aim for openness and broadness as it directly affects the speed and reliability of the knowledge development process. Author(s) Petraite, Monika: Kaunas univeristy of technology, Lithuania

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SESSION 1.4: INNOVATION & INTERNATIONALISATION MONDAY, 14:00 ‐ 15:30

FACILITATOR: CHRISTINA GRUNDSTRÖM MEETING ROOM 302 3RD FLOOR

Jensen, Karina: Reims Management School, France

ACCELERATING GLOBAL INNOVATION: CROSS‐CULTURAL COLLABORATION AND KNOWLEDGE‐SHARING MECHANISMS

The inability of geographically distributed teams to effectively collaborate and share relevant local market knowledge within the global MNC network can affect innovation management performance and international market results. A dynamic global marketplace requires managers to facilitate cross‐cultural team knowledge in order to improve the design and delivery of innovative customer solutions worldwide. How can MNCs optimize cross‐cultural team collaboration in order to strengthen global innovation management capabilities? 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 86 global and regional project leaders at 32 MNCs with headquarters based in Europe, Asia, and North America. Through the development of a model for cross‐cultural collaboration, the research provides unique insights in addressing internal collaboration needs through the identification of organizational mechanisms that influence knowledge‐sharing between the global project leader and the geographically distributed team. Author(s) Jensen, Karina: Reims Management School, France

Volchek, Daria: Lappeenranta University of Technology, Finland

MODELING THE INTERNATIONALIZATION AND INNOVATION STRATEGIES

Increasing globalization and intensified cross‐border cooperation, together with significant technological breakthroughs, create a fascinating gap for the research of the relationship between internationalization and innovation. Many researchers claim there is interdependency between innovation, competition and decision to internationalize. Internationalized companies tend to transfer their experience from the international operations into increased innovativeness on the domestic market. Whether this reciprocal relationship holds true in the context of Russian emerging economy is the main question this study. Our findings suggest that product innovation increases firms' proclivity to internationalize, while technological and marketing innovation supports the increase in international performance. However, no significant difference was identified in terms of innovation outcome of Russian firms operating in domestic and foreign markets. Inward internationalization was found to be a significant predictor of increase in innovation capability of the firm, though only in case it does not perform any other outward international operations. Author(s) Podmetina, Daria: Lappeenranta University of Technology, Finland Volchek, Daria: Lappeenranta University of Technology, Finland

Hurmelinna‐Laukkanen, Pia: University of Oulu, Oulu Business School, Finland

INVESTING IN APPROPRIABILITY OF INNOVATIONS ‐ EFFECTS ON INTERNATIONALIZATION

Extant studies have shown that innovations have a positive effect on internationalization and that internationalization promotes innovativeness. To be successful, this virtuous cycle requires knowledge transfer, and thus exposure of firms' unique intellectual assets. Firms can choose from formal and informal appropriability mechanisms the suitable ones to protect their competitive advantages. This calls for investment, however. Despite the fact that investments in international expansion and securing the appropriation possibilities play important role in firm performance, little attention has been paid to the related costs. Data from 209 Finnish innovative firms suggests that the costly investments are positively related to international turnover, and that the strength of both formal and informal appropriability mechanisms is relevant in internationalization as informal mechanisms have positive, and formal ones negative effects on foreign turnover. Costs and the strength of formal mechanisms are also interrelated, with their combination having a positive effect on internationalization. Author(s) Hurmelinna‐Laukkanen, Pia: University of Oulu, Oulu Business School, Finland Haapanen, Lauri: University of Oulu, Oulu Business School, Finland

Schlage, Fabian: Nokia Siemens Networks, Germany

MANAGING INNOVATION INSIDE GLOBAL ORGANISATIONS: REFLECTIONS FROM NOKIA SIEMENS NETWORKS

This paper explores managing innovation inside global organisations and particularly the issue of actually implementing an 'open innovation' approach. Taking Nokia Siemens Networks (NSN) for a study, the central idea of this research is to understand the mechanisms used to enable an effective balance between wide reach (engaging internal and external players) and richness (in terms of meaningfully accessing and working with their knowledge contributions). Enhancing richness and reach without an escalating cost base is a key challenge in open innovation and one which requires extensive reconfiguration of innovation management routines. In the paper we explore NSN's experience and particularly the evolution of a core platform ‐ the Global Innovation mall ‐ as a mechanism for doing so. GIM has been continuously evolving since its inception in 2007 and via a wide range of activates based on the platform has enabled a significant innovation‐linked revenue within the organization. Author(s) Trifilova, Anna: University of Leipzig, Germany Schlage, Fabian: Nokia Siemens Networks, Germany Bessant, John: University of Exeter, United Kingdom

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SESSION 1.6: INNOVATION MANAGEMENT 1 MONDAY, 14:00 ‐ 15:30

FACILITATOR: ANNE‐LAURE MENTION MEETING ROOM 304 3RD FLOOR

Buljubasic, Tomislav: Siemens Convergence Creators d.o.o., Croatia

REWARDING INNOVATION ‐ INFLUENCE OF REWARDING SYSTEM TO THE INNOVATION

In the period of seven years, several different innovation reward systems were in use, some of these reward systems were company‐wide methodologies, but some were only local with effect only in our entity in Croatia. The focus of this analysis is how these different approaches affected the innovation culture of the organization. Innovation awarding systems were changed during time and all metrics keep track of the changes in the innovation ecosystem. Monetary vs. non‐monetary rewarding is often the theme of debates, with common approach, that innovators are not guided with money. The findings reveal, that innovators should be praised not only with monetary rewards, but also with recognition inside organization and celebration of successful ideas. Comparing different systems due to effectiveness, analysis reveal the connection between some types of ideas and innovation system. Author(s) Buljubasic, Tomislav: Siemens Convergence Creators d.o.o., Croatia

Vandael, Mark: CeeTee, Belgium

CREATIVE LEADERS FOR AN INNOVATIVE CULTURE THROUGH A CREATIVE CLIMATE

How to shift from individual creativity towards organisational creativity? This question arises in many organisations nowadays. As the 2010 worldwide CEO study conducted by IBM already showed, creative leadership is what we need. These leaders will be able to facilitate a creative organisational culture and this through a creative climate. So in brief, one of the most challenging questions for 2013 on implementing innovation is 'how to make sure that the individual great ideas get a chance to grow through our organisational hierarchy'? During this presentation you will hear what a creative leader defines. We will explain the difference between culture and climate and you will get an overview of the 10 dimensions that can help us to improve the creative climate of our organisations. Finally we will exchange some do's and don'ts on how to implement all this. Author(s) Vandael, Mark: CeeTee, Belgium

Kaudela‐Baum, Stephanie: Lucerne University of Applied Sciences and Arts/School of Business, Switzerland Holzer, Jacqueline: Lucerne University of Applied Sciences and Arts/School of Business, Switzerland

INNOVATION LEADERSHIP: OPPORTUNITIES AND RISKS INVOLVED IN MANAGING SLACK TIME

Innovation leaders often proclaim that they constantly experiment within creating reasonable "free room" following their innovation goals. But growing firms are within an area of conflict between the chance for innovation and the chance to enhance efficiency. The concern of the paper is with a leader's ability to manage the available "free time" to enhance the organisational innovation capability. In order to gain an understanding of the meaning leaders and followers attribute to their everyday experiences with the management of slack time in the industrial R&D innovation context three in‐depth case studies were conducted in the Swiss engineering industry. In answering the question: "How could slack time be specifically added to innovation leadership models?" the paper develops two different slack time models. Author(s) Kaudela‐Baum, Stephanie: Lucerne University of Applied Sciences and Arts/School of Business, Switzerland Holzer, Jacqueline : Lucerne University of Applied Sciences and Arts/School of Business, Switzerland Kocher, Pierre‐Yves: Lucerne University of Applied Sciences and Arts/School of Business, Switzerland

Balau, Georgiana: University of Groningen, Netherlands

INDIVIDUAL CHARACTERISTICS AND THEIR INFLUENCE ON INNOVATION: LITERATURE REVIEW

Innovation is widely acknowledged nowadays as the source for firm's competitive advantage. When it comes to understanding and explaining innovation performance, previous innovation research mainly focuses on the group and organisational levels of analysis and only a small number of studies covers the impact of individual characteristics on innovation performance. Based on a systematic literature review of the existing research, we provide a comprehensive framework, identifying individual characteristics and their impact on innovation at individual, team and firm levels of analysis. We also distinguish between various types of innovation (i.e., process innovation, product innovation, technological innovation) and consider variables that mediate or moderate the relationship between individual characteristics and innovation performance. Based on this assessment, research gaps are highlighted and future research directions are formulated. Author(s) Balau, Georgiana: University of Groningen, Netherlands Faems, Dries: University of Groningen, Netherlands van der Bij, Hans: University of Groningen, Netherlands

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SESSION 1.7: BUSINESS MODEL INNOVATION 1(SIG) MONDAY, 14:00 ‐ 15:30

FACILITATOR: PATRICK SPIETH VIKTOR JULIUS VON WRIGHT 3½ FLOOR

Berasategi, Luis: IK4‐IKERLAN, Spain

BUSINESS OPEN INNOVATION METHODOLOGY: INSIGHTS FROM ACTION RESEARCH

Organizations need to know how to conduct strategic thinking about the opportunities that the open innovation can mean to transform, or venture, within their business model. There is a need for innovation managers and top managers tasked with changing the current business model of their firms for a practical approach covers the above challenge. With this objective, within the OPENBASQUE Basque government funded project, has been developed a five session workshop methodology based on the identification of business catalysts for the various scenarios of the open innovation (collective, user, intra and inter organizational); and the application of those catalysts in the organization's business model defined with the Osterwalder´s Canvas. The presentation is aimed 1) to explain the key aspects of a methodology and 2) to highlight the main insights coming from an action research that deployed the methodology in three of the firms that participate in the OPENBASQUE project consortium. Author(s) Berasategi, Luis: IK4‐IKERLAN, Spain Castellano, Eduardo: IK4‐IKERLAN, Spain

Schneider, Sabrina: EBS Universität für Wirtschaft und Recht, EBS Business School, Germany

ENTREPRENEURIALLY APPROACHING ENVIRONMENTAL DYNAMISM THROUGH BUSINESS MODEL INNOVATION

Business model innovation (bmi) is emphasized to be a powerful response to environmental dynamism. Building on a dynamic capabilities perspective, a framework of hypotheses embedding bmi within its antecedents and results is derived. Applying a structural equation modelling analysis, these relationships are tested using survey data of 200 firms. A formative index of bmi is developed to allow for its measurement. The results indicate a positive impact of environmental dynamism and past firm performance on bmi. The impact of competitive intensity is found to be mediated by a firm's need for growth and its internal support for bmi. A positive effect of bmi on firm performance, firm growth, strategic flexibility, and exploitative innovation is identified. This study contributes to the emerging research field of bmi by showing its theoretical foundation within the dynamic capabilities perspective, by emphasizing its entrepreneurial character, and by providing a measurement index enabling future empirical studies. Author(s) Schneider, Sabrina: EBS Universität für Wirtschaft und Recht, EBS Business School, Germany Spieth, Patrick: EBS Universität für Wirtschaft und Recht, EBS Business School, Germany

Liang, Liting: SC‐Research, The University of Vaasa, Finland

BUSINESS MODEL INNOVATION AND SERVICE INNOVATION: SIMILARITIES AND DIFFERENCES

This study seeks to clarify the confusion between business model innovation and service innovation based on case studies of three low cost carriers in China's aviation industry. It suggests that business model innovation and service innovation provide two perspectives both with their own strengths and overlapping content. Business model innovation is a radical innovation triggered by organizational strategic issues. It is normally a top‐down process which is partly planned and partly emergent. In contrast, service innovation, mainly triggered by individual issues, can occur radically or incrementally. It is often a bottom‐up process, which may be formal or informal/ad hoc depending on its radicalness. In essence, business model innovation is innovation at the strategic level while service innovation can occur at different levels depending on the innovation context. Business model innovation offers a holistic understanding of organizational innovation activities in which service innovation may be naturally embedded. Author(s) Liang, Liting: SC‐Research, The University of Vaasa, Finland Kuusisto, Arja: Sc‐Research, The University of Vaasa, Finland Vänskä, Juha : Sc‐Research, The University of Vaasa, Finland Kuusisto, Jari: Sc‐Research, The University of Vaasa, Finland

Schultz, Christian: University of Potsdam, Germany Mietzner, Dana: University of Applied Sciences Wildau, Germany

HOW TO DEVELOP BUSINESS MODELS THROUGH CREATIVITY WORKSHOPS?

It is an established notion that, if companies want to continue to develop their innovation capability they need to incorporate creativity in the innovation management process. Creativity workshops in general are seen as a viable instrument to integrate creative potential into the innovation management process to reach a higher level of innovative results. We present the successful practice of two creativity workshops held in the summer of 2012, which used elements of design thinking and had the goal to develop new business models for the commercialization of innovative technologies. In general we found six elements of large significance for the success of these workshops, which we want to share and discuss with practitioners. They can learn from our experiences and reach better results in their own creativity efforts. Author(s) Schultz, Christian: University of Potsdam, Germany Mietzner, Dana: University of Applied Sciences Wildau, Germany

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SESSION 2.1: FORESIGHT APPLICATIONS (SIG) MONDAY, 16:00 ‐ 17:30

FACILITATOR: TONI AHLQVIST KARL LINDAHL 1½ FLOOR

Meristö, Tarja: FuturesLab CoFi / Laurea University of Applied Sciences, Finland

APPLYING FUTURE‐ORIENTED INNOVATION PROCESS IN THE SECURITY FIELD

BOAT is an ongoing project of which objective is to support networking of companies, universities, development organisations and authorities in Baltic Sea area. The project is funded by the European Regional Development Fund (2012‐2013) and it is coordinated by HAMK University of Applied Sciences (UAS). Laurea UAS's specific focus is on the cluster of security business related to technology industry. In this paper the results of the web surveys to the actors of safety and security actors in Finland are reported. The time line to the future is mostly 5 years ahead and the opportunities for radical innovations are rare. According to web survey, technology development is the key for the innovations, and all e‐based solutions in the society, e.g. eHealth, are drivers for new solutions. Holistic service platforms are a critical future issue, too. Author(s) Meristö, Tarja: FuturesLab CoFi / Laurea University of Applied Sciences, Finland Laitinen, Jukka: FuturesLab CoFi / Laurea University of Applied Sciences, Finland Manninen, Anneli: FuturesLab CoFi / Laurea University of Applied Sciences, Finland

Nazarko, Lukasz: Bialystok University of Technology, Poland

DRIVERS OF NANOTECHNOLOGY DEVELOPMENT IN A POLISH REGION: FORESIGHT STUDY

"Technological foresight NT FOR Podlaskie 2020" project aims at elaborating a strategy of nanotechnology development for Podlaskie province (North‐East Poland) up to 2020. It tackles the problem of the possibility/impossibility of a backward region to catch‐up economically by focusing its economy and R&D sector on high technologies and technological innovation. Secondly, it deals with the question of what logic and what instruments of future anticipation are helpful in boosting innovation for sustainable growth in the region. The process includes mapping of critical nanotechnologies, identification of the drivers of nanotechnology development, scenarios of nanotechnology development in the region and the stimulation of common vision‐building with the key stakeholders. Among others, the presentation touches on the following question: What are the key success factors for nanotechnology development in Podlaskie region in the perspective of year 2020 and what are the interrelations between those factors? Author(s) Nazarko, Lukasz: Bialystok University of Technology, Poland Kononiuk, Anna: Bialystok University of Technology, Poland

Pero, Mickael: Fraunhofer ISI, Germany

IDENTIFYING EMERGING TECHNOLOGIES: AN APPLICATION TO NANOTECHNOLOGY

Research and inventive activities represent core elements of science‐based companies' comparative advantage. In a competitive environment, this requires methods to identify at an early stage the most promising technologies within the scope of the companies' business model. Generally, they frame their technological strategies on personal expertise, intuition or gut feelings but this intangible decision process faces possible adverse effects like imperfect information or tunnel vision. The technology scanning literature usually tackles this limitation by analyzing patent trends in absolute terms. However, this approach disregards both the relative nature of technology emergence, as well as the scientific dynamics behind technologies. This paper proposes an alternative decision support tool which identifies technologies with relative emerging patterns based on science and technology data, and connected by adequate ‐and expert reviewed‐ keyword strategies. Author(s) Pero, Mickael: Fraunhofer ISI, Germany

Laitinen, Jukka: Laurea University of Applied Sciences, Finland

FUTURE INNOVATIONS FOR INDEPENDENT LIVING: REGIONAL COMPARISON STUDY IN FINLAND

Due to economic turbulence and ageing population, the Nordic welfare model is facing significant challenges. Especially in terms of ageing Finland is interesting market since the demographic shift takes place first and more rapidly in Finland than in the other countries. As a result, the existing Finnish healthcare system is not able to meet the future challenges without significant transition and innovations. Therefore, in this study we are focusing on the innovation needs of the Finnish education system relating to independent living. Grounded on the multi‐client participatory action scenario process which was supported by mass collaboration data collection method, we define four scenarios while noting the specific features from five geographical regions. On the basis of these scenarios new competences and skills are identified and novel professions are presented. Author(s) Santonen, Teemu : Laurea University of Applied Sciences, Finland Meristö, Tarja: Laurea University of Applied Science, Finland Laitinen, Jukka: Laurea University of Applied Sciences, Finland

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SESSION 2.2: SUSTAINABILITY & SYSTEMS 2 MONDAY, 16:00 ‐ 17:30

FACILITATOR: YVES BOISSELIER JUHO RISSANEN 1½ FLOOR

Durst, Susanne: Aalto University School of Business CKIR ‐ Center for Knowledge and Innovation Research, Finland Pirttivaara, Mika: Aalto University School of Business CKIR, Finland

LEARNING IN AN OPEN INNOVATION COMMUNITY. INITIAL INSIGHTS FROM ACSI

Aalto Camp for Societal Innovation (ACSI) represents a new type of an innovation concept, with Aalto University and the New Club of Paris as engines and initiators. It is a concept, operating mode and network for the development of a global innovation platform. Conceptually ACSI acts on the Knowledge Triangle, i.e. it combines research and development, learning and innovation to enhance sustainable renewal, and efficiency of each area. The goal is to break the borders between traditional practices by integrating working life experts, students, teachers, researchers, and artists from various disciplines and cultural backgrounds to learn and work together. The aim of the presentation is to crystallize some initial research findings of the ACSI project. More precisely, the purpose is to provide some insights into the learning dimensions of the societal innovation process as derived from the ongoing ACSI activities. Author(s) Durst, Susanne: Aalto University School of Business CKIR, Finland Pirttivaara, Mika: Aalto University School of Business CKIR, Finland

Wagner, Georg: Spirit Design ‐ Innovation and Brand GmbH, Austria

SUSTAINABLE SYSTEM INNOVATIONS FOR EMERGING MARKETS

Sustainable innovations for developing countries need new tools of innovations management: the combination of system innovation and frugal innovation. Spirit Design will show the obstacles and success factors by the case of the "OX", a small transportation and working vehicle for small farmers fueled by self‐produced biogas. So the "OX" is affordable for them and helps them to improve productivity and income. The case will be illustrated by the development of a joint innovation strategy for a biogas region in Brazil. Different stakeholders and players had to design this vision together to reach all economical, social and environmental effects. The case shows how this process was supported by Spirit Design`s strategic consulting model and by design thinking. Author(s) Wagner, Georg: Spirit Design ‐ Innovation and Brand GmbH, Austria

Antikainen, Maria: VTT, Finland

EXPLORING NETWORKED INNOVATION IN ORDER TO SHAPE SUSTAINABLE MARKETS

Shaping markets towards sustainability is a phenomenon that concerns many actors. However, in order to succeed in that, networked innovation plays a key role in order to facilitate the change process. The main question of this study is to explore how shaping sustainable markets can be facilitated by means of networked innovation, e.g. how the sustainable markets can be defined through collaboration and joint innovation involving multiple actors at several levels. The multi‐methodological case study includes three cases: furniture, travel and local food. Based on the results, it seems that instead of consumers' attitude change, behaviour change by offering better sustainable products with a reasonable prize is a key issue in directing consumption towards more sustainable products and services. Actively utilising social media tools in the innovation process was suggested by both customers and companies in order to increase communication and facilitate networked innovation. Author(s) Antikainen, Maria: VTT, Finland Valkokari, Katri: VTT, Finland Korhonen, Heidi: VTT, Finland Wallenius, Maarit: VTT, Finland

Järvensivu, Timo: Aalto University School of Business, Finland

HELPING LOCAL INNOVATION ECOSYSTEMS TO BECOME CUSTODIANS OF GLOBAL SUSTAINABILITY

Global ecological sustainability requires urgent attention. Yet, it seems unlikely that we will have an effective global resource governance system in place quickly enough. Could local communities rise to the occasion and start taking care of global sustainability? We know from research on collective action that this will not be easy, since competing local interests easily obstruct the governance of global commons. However, recent advances in networking and learning theories suggest that local communities can learn to rise to the occasion. This requires that the locals learn to look at the whole instead of the particular, to jump from one‐loop learning to double‐loop learning, and to engage in open rather than closed dialogues. We engaged in action research to study such learning processes in the Keilaniemi‐Otaniemi‐Tapiola area in Espoo, Finland. Author(s) Järvensivu, Timo: Aalto University School of Business, Finland Karhu, Jessica: Aalto University, BES, Finland Mangs, Astrid: Aalto University School of Business, Finland Niemi, Renita: Aalto University, BES, Finland Nenonen, Suvi: Aalto University, BES, Finland Rajala, Arto: Aalto University School of Business, Finland Wilen, Kristoffer: Hanken, Finland Jyrämä, Annukka: Aalto University School of Business, Finland Väistö, Terhi: Aalto University School of Economics, Finland

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SESSION 2.3: COLLABORATIVE INNOVATION 1 MONDAY, 16:00 ‐ 17:30

FACILITATOR: JUHA HINKKANEN TARJA HALONEN 1½ FLOOR

Bevis, Keith: University of Hertfordshire, United Kingdom

INNOVATION SUPPORT FOR EUROPEAN KNOWLEDGE‐INTENSIVE PRODUCER SERVICES

This paper is a part of the output of research conducted under PROSESC ‐ Producer Services for European Sustainability and Competitiveness ‐ a project focused on knowledge‐intensive innovation enabling services for sustainable mobility. Our study investigates the role of SMEs in delivering Knowledge Intensive Producer Services (KIPS) to the European Automobile Industry through exploring the good practices that the project partners have shared over the course of the project as well as through interviewing a range of stakeholders across seven European countries. The findings demonstrate that despite the efforts of regional authorities, the innovation efforts of SMEs operating in the European car industry are largely restricted by lack of adequate funding and limited access to expertise and technology. Yet, there are good examples of cluster management that prove that regional support and active networking among other things efficiently help SMEs in overcoming these barriers. Author(s) Bevis, Keith: University of Hertfordshire, United Kingdom Dodourova, Mariana: University of Hertfordshire, United Kingdom

Suominen, Veli‐Matti: University of Vaasa, Finland

ROLE OF MARKETING IN INNOVATION IN B2B COMPANIES

Companies face increasingly the need to bring even quicker new offering to their markets. Previous research has shown that successful innovation requires tight integration between innovation and marketing activities. This area has been widely studied in the literature for companies in business‐to‐customer (B2C) markets but research is very little available for companies in business‐to‐business (B2B) markets. Some important marketing elements for B2B have been identified but integration of those to the innovation processes has not been presented. This paper focuses in filling this research gap. The research consists of a literature study, selection and interviews of 17 companies, quantitative and qualitative analysis of the results and creation of a new process model for integrating marketing and innovation in B2B companies. This process is based on stage‐gate process since its popularity in use and can be adapted to existing similar structures without the need for redoing the overall process in general. Author(s) Suominen, Veli‐Matti: University of Vaasa, Finland Kytölä, Juha: Wärtsilä, Finland Naaranoja, Marja: Vaasa University of Applied Sciences, Finland

Rusanen, Helena: Turku School of Economics, Finland

FINDING THE RIGHT PARTNERS FOR INNOVATION NETWORKS

Despite recognition of the importance of careful partner selection for innovation networks, criteria that managers could apply in partner evaluation have gained scarce attention in research. A case study of five innovation processes in networks provided a rich data to explore the partner evaluation criteria that consider the peculiarities of open innovation. The findings suggest that partner selection criteria as discussed in current innovation literature are inadequate to capture the requirements of interactive collaboration. Instead, this study suggests that criteria based on capabilities provide more value when selecting partners for collaborative innovation. These characteristics can be divided into skills, attitudes and knowledge resources that enhance innovating in networks. This study contributes to open innovation and innovation network literature by showing how the capabilities that consist of a specific set of skills, attitudes and resources provide a suitable criteria for the partner selection in inter‐organizational innovation networks. Author(s) Rusanen, Helena: Turku School of Economics, Finland

Williams, Ceri: The University of Leeds, United Kingdom

CLOSING THE TRANSLATION GAP ‐ MEDICAL TECHNOLOGIES INNOVATION

This paper sets out the approach used to support and accelerate the commercialisation of medical technologies research in a university environment. The paper sets out the approach used to identify, prioritise and support specific projects that offer potential for commercial exploitation through the use of targeted Proof of Concept investment. The paper also shows the importance of sector specific knowledge and skills that can be used to gain confidence and trust amongst the academic community who have experience and track record in successful research translation. The approach and methods used by the Medical Technologies IKC is compared with the more generic support offered by a university Technology Transfer Office. The approach used by the IKC is now being rolled out across the University of Leeds and applied in other universities in the UK. Author(s) Williams, Ceri: The University of Leeds, United Kingdom Ellwood, Paul: The University of Leeds, United Kingdom Roberts, James: The University of Leeds, United Kingdom Thorpe, Richard: The University of Leeds, United Kingdom Howling, Graeme: The University of Leeds, United Kingdom Burgin, Leanne : The University of Leeds, United Kingdom

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SESSION 2.4: TRANSFERRING KNOWLEDGE FOR INNOVATION 1 (SIG) MONDAY, 16:00 ‐ 17:30

FACILITATOR: ANNE‐KATRIN NEYER MEETING ROOM 302 3RD FLOOR

Mäkelä, Teea: Aalto University, Finland

KNOWLEDGE TRANSFER AND USER EXPERIENCE INNOVATION: CHALLENGES AND EMERGING SOLUTIONS

Companies in advanced economies must find new ways to build competitive advantage. One such way can be innovation in user experience, a perspective on technology away from products to humans and the drivers of positive experience. However, such innovation introduces new challenges. Most significant is that communicating about user experience is different from communicating about functional features of products. Theoretically, this can be explained by positing that user experience understanding is highly tacit. However, the dominant understanding of tacit knowledge where it is asserted that tacit knowledge can be converted into explicit knowledge for effective transfer is inadequate. Instead, a practice‐based view of knowledge can take us forward in finding solutions. According to this perspective, the aim should not be to convert tacit knowledge into explicit knowledge, but to seek new solutions in interactive digital media that can simulate the face‐to‐face teaching situations of transferring knowledge with its tacit components. Author(s) Mäkelä, Teea: Aalto University, Finland

Öberg, Christina: Lund University, Sweden

KNOWLEDGE TRANSFER LINKAGES FOR OPEN INNOVATION

Open innovation has rendered increased interest both in practice and research. This paper describes and discusses company‐to‐company linkages for open innovation. It does so based on a literature review that spans over some different research areas. The paper categorises and discusses such linkages in terms of their openness and how they relate to knowledge management. It concludes that openness needs to be considered in different dimensions that also links to different knowledge management outcomes. The paper's contribution consists of how it connects open innovation research to the general management literature, and how it builds a practical understanding of how linkages between firms can be categorised to aid firms to consider which mechanisms they may choose and why. Author(s) Öberg, Christina: Lund University, Sweden Alexander, Allen: University of Exeter, United Kingdom

Mohannak, Kavoos: Queensland University of Technology, Australia

INTEGRATING SPECIALISED KNOWLEDGE FOR INNOVATION IN SMALL TECHNOLOGY FIRMS

Knowledge Integration (KI) is one of the major aspects driving innovation within an organisation. In this paper, we attempt to develop a better understanding of the challenges of knowledge integration within the innovation process in technology‐based firms. Using four technology‐based Australian firms, we investigated how knowledge integration may be managed within the context of innovation in technology firms. The literature highlights the role of four KI tasks that affect the innovation capability within technology‐oriented firms, namely team building capability, capturing tacit knowledge, role of KM systems and technological systemic integration. Our findings indicate that in addition to the four tasks, a strategic approach to integrating knowledge for innovation as well as leadership and management are essential to achieving effective KI across multiple levels of engagement. Our findings also offer practical insights of how knowledge can be integrated within innovation process. Author(s) Mohannak, Kavoos: Queensland University of Technology, Australia Matthews, Judy: Queensland University of Technology, Australia

Mazurkiewicz, Adam: Institute for Sustainable Technologies ‐ National Research Institute, Poland

INNOVATIVE SYSTEMS OF TECHNICAL SUPPORT FOR SUSTAINABLE DEVELOPMENT OF ECONOMY

The article presents a case study of a Strategic Programme entitled 'Innovative Systems of Technical Support for Sustainable Development of Economy' executed in Poland within the Innovative Economy Operational Programme (co‐financed from the EU structural funds) in the 2010 ‐ 2014 period. The Programme, aimed at the development of the advanced product and process solutions ready to be practically implemented in industrial practice, is realised by the state‐owned Institute for Sustainable Technologies ‐ National Research Institute, Radom, Poland in co‐operation with more than 70 R&D institutions and enterprises. The article presents R&D works undertaken within the Strategic Programme aimed at the development of innovative technological solutions combined with activities supporting processes of their effective transfer into the economy and problems connected with the efficient realisation, evaluation and application of achieved results of the Programme. Author(s) Mazurkiewicz, Adam: Institute for Sustainable Technologies ‐ National Research Institute, Poland Poteralska, Beata: Institute for Sustainable Technologies ‐ National Research Institute, Poland

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SESSION 2.5: THEORETICAL FOUNDATIONS FOR LIVING LABS (SIG) MONDAY, 16:00 ‐ 17:30

FACILITATOR: SEPPO LEMINEN MEETING ROOM 303 3RD FLOOR

Ståhlbröst, Anna: Luleå University of Technology, Sweden

SOCIAL MEDIA FOR USER INNOVATION IN LIVING LAB

Social media are becoming an increasingly relevant channel for user involvement. However, their uptake in Living Labs environments, as a means to engage users in innovation processes, is still limited. The aim of this paper is to explore challenges and opportunities related to the usage of social media for user involvement in co‐creative processes, The findings presented emerge both from the available literature and case studies, and emphasise four different dimensions influencing user engagement: content, community, platform and innovation process. Based on these dimensions, the authors propose a basic framework, intended as the point of departure for taking the next step toward the construction and verification of theoretical constructs that can help inform and guide future innovation projects. Author(s) Ståhlbröst, Anna: Luleå University of Technology, Sweden Betoni, Marco: Luleå University of Technology, Sweden Følstad, Asbjörn: Sintef, Norway Ebbesson, Esbjörn: Halmstad Högskola, Sweden Lund, Jesper: Halmstad Högskola, Sweden

Veeckman, Carina: iMinds‐SMIT, Belgium

CHARACTERISTICS AND RELATED OUTCOMES OF LIVING LABS: FLEMISH‐FINNISH CASE STUDY

This study investigates what innovation through Living Labs is about. Living Labs are a new research, development and innovation (RDI) model characterised by openness and user involvement. Based on data from two European countries we explore the characteristics and outcomes of innovation through a multiple case‐study analysis of four Living Labs: FLELLAP, LeYLab, and Mediatuin located in Belgium, and the Laurea Living Lab Network in Finland. This paper proposes a comprehensive framework for analysing the link between the characteristics and their outcomes in Living Labs. The findings imply that managers and researchers contemplating innovation development in Living Labs need to consider the intended inputs and outcomes, and reframe their innovation activities accordingly. Understanding of the innovation characteristics and their consequences aid managers of public and private organisations to set up improved management for innovation activities. Author(s) Veeckman, Carina: iMinds‐SMIT, Belgium Schuurman, Dimitri : iMinds‐MICT, Belgium Leminen, Seppo: Laurea University of Applied Sciences & School of Business, Aalto University, Finland Lievens, Bram: iMinds‐SMIT, Belgium Westerlund, Mika: Sprott School of Business, Carleton University, Canada

Schuurman, Dimitri: iMinds ‐ MICT ‐ Ghent University, Belgium

LIVING LABS AS QUASI‐EXPERIMENTS: RESULTS FROM THE FLEMISH LEYLAB

Living Labs are seen as open innovation systems adopting a user‐centered approach (Schuurman et al., 2012), but academic research into the methodological elements is still lacking, resulting in a diversity of definitions, approaches and characteristics (Følstad, 2008; Almirall & Wareham, 2011; Leminen & Westerlund, 2012, Veeckman et al., 2012). Within this paper, based upon a literature review, we propose a conceptual model of a Living Lab constellation, facilitated by a given material and immaterial infrastructure, which facilitates Living Lab‐cases that follow a (quasi‐)experimental design. Through an in‐depth case study analysis of the LeYLab Living Lab constellation and six separate cases running in the Living Lab, we assess the applicability of our model and abstract some general lessons learned. Our study demonstrates the potential of infrastructure‐driven Living Labs, but also that the allignment of external utilizers with this infrastructure can be problematic. Author(s) Schuurman, Dimitri: iMinds ‐ MICT ‐ Ghent University, Belgium Baccarne, Bastiaan: iMinds ‐ MICT ‐ Ghent University, Belgium Kawsar, Fahim: Alcatel‐Lucent Bell Labs, Belgium Seys, Constantijn: iMinds ‐ MICT ‐ Ghent University, Belgium Veeckman, Carina: iMinds ‐ SMIT ‐ VUB, Belgium De Marez, Lieven: iMinds ‐ MICT ‐ Ghent University, Belgium Ballon, Pieter: iMinds ‐ SMIT ‐ VUB, Belgium

Broennum, Louise: Aalborg University Copenhagen, Denmark

THE DYNAMICS AND FACILITATION OF A LIVING LAB CONSTRUCT

During the last decade Living Labs have established itself as an attractive innovation approach. Living Labs are an interesting construction because it offers a collaboration platform for dynamic interaction with users in all the project phases. Living Labs frame knowledge about actors in their own settings, in which new opportunities for innovation can be discovered. However, the practical management of a Living Lab is often a great challenge. It involves managing several actors, who are working with different agendas and within very different development traditions. The managing of a Living Lab and the different actors, processes and methods are therefore interesting to put into perspective as it contains opportunities for staging a well‐functioning Living Lab. This paper contributes to unfolding and discussing some of the main challenges in managing a Living Lab while keeping the different actors engaged in the process by drawing upon data from three Living Lab projects. Author(s) Møller, Louise: Aalborg University, Denmark Broennum, Louise: Aalborg University Copenhagen, Denmark

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SESSION 2.6: INNOVATION MANAGEMENT 2 MONDAY, 16:00 ‐ 17:30

FACILITATOR: MONIKA PETRAITE MEETING ROOM 304 3RD FLOOR

Bergman, Jukka‐Pekka: Lappeenranta University of Technology, Finland

COGNITIVE DIMENSION OF INNOVATION MANAGEMENT: EMPIRICAL STUDY IN MEDIA INDUSTRY

Increasing number of innovation and organizational researchers have suggested more emphasis on socio‐psychological aspects of innovation processes such as managerial attitudes and beliefs, sense‐making capabilities, and individual and shared representations affecting organizational decision making. It has been argued that innovation is a socio‐cognitive process involving social as well as cognitive aspects, including an interactive motivated social context (e.g. firm) and representations of external reality (i.e. shared cognitions). Shared cognitive maps of the management store the dominant logic of the firm that channels attention to organizational activities, innovation activities, and shape strategy of the firm. The main argument of the study is that the dominant logic and innovation activities do not have a direct independent impact on business performance, but their interaction has. The problem is approached by taking the relationship between firm's dominant logic and innovation activities and further effects on innovation outcomes under scrutiny among the media industry firms. Author(s) Bergman, Jukka‐Pekka: Lappeenranta University of Technology, Finland Jantunen, Ari: Lappeenranta University of Technology, Finland Tarkiainen, Anssi: Lappeenranta University of Technology, Finland

Yoneyama, Shigemi: Gakushuin University, Japan

INTERNAL EMBEDDEDNESS AND INNOVATION PERFORMANCE OF OVERSEAS R&D BASE

The purpose of this paper is to explore the impact of internal embeddedness of overseas R&D base, or the relationship with its parent company, on innovation performance of the base. While existing studies that examined the internal embeddedness have paid most attention to control‐autonomy dimension, this paper takes into consideration the factors of information, human, and capital interaction between the base and the parent. Through such multi‐faceted investigation, we found that the bases with weaker control by parent and stronger information linkage with parent demonstrated higher performance. Moreover, the research result revealed that the human interaction, e.g. the transfer of R&D manager from parent, had a pivotal roles affecting the degree of both control and information linkage. With these findings, it was argued that to balance dependency and independency in the base‐parent relationship and to design moderate human interactions for realizing it would be important management issues in global R&D. Author(s) Yoneyama, Shigemi: Gakushuin University, Japan

*Knut Holt Award Nominee*

Nisula, Anna‐Maija: Lappeenranta University of Technology, Finland

THE EFFECT OF ORGANIZATIONAL KNOWLEDGE MANAGEMENT PRACTICES ON INDIVIDUAL IMPROVISATION

The paper at hand examines the causal relationships between organizational level knowledge management practices and individual level improvisation. Individual improvisation is increasingly valuable both in initiating novelty i.e. products, processes, paradigm changes in organizations, but also in exploring opportunities out of the conventional fields and in unexpected situations where there is no previous experiences or practices. We study the relationship between the constructs by using Partial Least Square Modeling (PLS) basing on the data collected from one large municipal organization. Our results show, that knowledge management practices impact on individual improvisation, and therefore organizations should pay attention on knowledge management and knowledge management practices for the organizational goals. Author(s) Nisula, Anna‐Maija: Lappeenranta University of Technology, Finland Kianto, Aino: Lappeenranta University of Technology, Finland

Grimshaw, Paul: Leeds University Business School, United Kingdom

INNOVATION SPEED ‐ A SYSTEMATIC LITERATURE REVIEW

Literature reviews concerned with increasing the speed of innovation projects from idea to launch, support the widely held view that significant advantages await those who are first to market. Innovation acceleration is supported through the implementation of a range of well documented management interventions and moderated by a number of contextual factors. However, despite many individual studies and attempts to synthesise this literature into useful frameworks, research‐informed practice remains fragmentary. Prompted by our participation in a medical technology innovation network we have undertaken a realist, systematic review of the literature on innovation speed. This review includes a design‐oriented synthesis of the innovation speed literature, incorporating the best empirical studies regardless of their research methods. This approach attempts to break out of the familiar structure of intervention/outcome prescriptions and provide practitioners with a new framing of the innovation speed literature that support their own approaches to this complex challenge. Author(s) Ellwood, Paul: Leeds University Business School, United Kingdom Grimshaw, Paul: Leeds University Business School, United Kingdom Pandza, Krsto: Leeds University Business School, United Kingdom

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SESSION 2.7: BUSINESS MODEL INNOVATION 2(SIG) MONDAY, 16:00 ‐ 17:30

FACILITATOR: SABRINA SCHNEIDER VIKTOR JULIUS VON WRIGHT 3½ FLOOR

Eurich, Markus: ETH Zurich, Switzerland

A 'NETWORKED THINKING' APPROACH TO BUSINESS MODEL DESIGN

Crafting a viable business model for an organization requires profound knowledge, good decision making skills, and intuition. Scientific literature provides business model designers with a spectrum of supporting techniques: cases, component‐based approaches, taxonomies, conceptual models, causal loop diagrams, and design patterns. However, these techniques only provide valuable support during specific steps of the design process. There is also a tendency towards focusing on model‐internal consistency, while neglecting the organization's internal dynamics and external business environment. Against this background, this study proposes a more integrated approach which spans the entire design process and comprises assumptions about the organization's specific business situation. This six step approach is based on the principles of networked thinking. It has the potential to help decision makers, business model designers and entrepreneurs to structure the business model design process and visualize, communicate, discuss, and evaluate different business model designs. Author(s) Eurich, Markus: ETH Zurich, Switzerland Weiblen, Tobias: University of St.Gallen, Switzerland Breitenmoser, Pablo: ETH Zurich, Switzerland Boutellier, Roman: ETH Zurich, Switzerland

Seidenstricker, Sven: University of Stuttgart, Germany

DISCOVERING NEW BUSINESS MODELS

The discovery and early identification of possible business model innovation can enable companies to expand their business activities, to change industry structures and improve their competitive situation considerably. Furthermore, it can also assist to identify potential business model innovations pushed by competitors at an early stage and to proactively respond to them. We therefore develop and describe an approach which supports high‐technology, manufacturing companies in a systematic and analytical way to develop ideas for new business models. As a result, a multiplicity of different business model ideas should be available for the company, which have the potential to be the objective of their own or the competitive business activities in a short‐, middle‐ or long‐term run. Author(s) Seidenstricker, Sven: University of Stuttgart, Germany Linder, Christian: Institute for Employment Research, Germany Ardilio, Antonino: Fraunhofer Institute of Industrial Engineering, Germany

Post, Ger: Fontys University of Applied Science, Netherlands

IN SEARCH OF BUSINESS MODELS FOR GAMIFICATION

Over the last decade gamification has become popular in marketing and business communications. Gamification concern the use of gaming concepts and gaming technology in non‐gaming contexts. We use the name of gamified business solutions (GBS). GBS is often used to engage individuals and organisations in business processes as ideation, market research, product development, learning and education, and others. While most research focuses on the technology and conceptual design of GBS, this paper explores the business side of gamification. Based on eight case studies in Austria and The Netherlands we identify two types of suppliers of gamified business solutions. GBS engineering companies focus on the design and underlying technology of GBS. GBS product companies focus on the application of gamified business solutions in a specific (market) domain and functional application. These two types of companies deploy different business models and business routines. Yet, close collaboration between these companies is required. Author(s) Kaefer, Claudia: Inventures, Austria Post, Ger: Fontys University of Applied Science, Netherlands

Narasimhalu, Desai: Singapore Management University, Singapore

A TOOL FOR DESIGNING BUSINESS MODEL INNOVATIONS

There is a steady stream of business model innovations created to deliver value to customers using new approaches. Famous examples of business model innovations have been Amazon, Dell computers and Starbucks. Companies and individual entrepreneurs who wish to create business model innovations are still deploying trial and error approaches to discovering new business models. Osterwalder and Pigneur had defined nine key components of a business model in their work on Business Model Generation. While it is useful for analysing business models, there is still no structured approach to creating new business models. A structured approach has to be extensible and customizable to suit the needs of different groups of users. This paper reports a framework consisting of Business Model Design Canvas and Business Model Curve and a method using the framework that can be used for designing business model innovations. Author(s) Narasimhalu, Desai: Singapore Management University, Singapore

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SESSION 3.1: UNCERTAINTY & CHANGE (SIG) TUESDAY, 09:00 ‐ 10:30

FACILITATOR: MARKO SEPPANEN KARL LINDAHL 1½ FLOOR

Battistella, Cinzia: University of Udine ‐ Department of Electrical Engineering, Management and Mechanical Engineering, Italy

STRATEGIES FOR BUSINESS MODEL RECONFIGURATION: A MULTIPLE CASE STUDY

Discontinuities and fast changing environments cause the need for companies to innovate their business models. This should be done more rapidly, more frequently and more far‐reachingly than in the past (Doz and Kosonen, 2010). Business model innovation is important because of internal and external reasons: Inertia, ability, competition, accleration and coevolution. This paper wants: to: widen the knowledge basis on business model reconfiguration; 2 to propose a set of capabilities for strategic renewal based on; 3 strategic management; 4 complexity theory; 5 to define the elements basing on case studies Focusing on change management and strategic agility literatures, the present paper proposes a framework for recognising common strategies and paths of business model renewal. The methodology is based on five case studies analysis from different industries. Author(s) Battistella, Cinzia: University of Udine ‐ Department of Electrical Engineering, Management and Mechanical Engineering, Italy De Toni, Alberto: U. of Udine, Italy De Zan, Giovanni: U. of Udine, Italy

Schönwetter, Gerald: Logistikum ‐ University of Applied Sciences Upper Austria, Austria Freudenthaler, Daniela: Logistikum ‐ University of Applied Sciences Upper Austria, Austria

INNOVATIVE APPROACHES TO BETTER SEIZE FUTURE UNCERTAINTIES IN COMPANIES

Uncertainty, volatility and complexity dominate our economic surrounding. Since the world economic crisis in 2008 this situation has worsened and companies are searching for ways to cope with this. Many companies we work with have particular troubles with planning their businesses, basically on all levels: from strategic to operational. The core of planning is to cope with future uncertainties, which is closely related to innovation. Innovation as a methodology is currently regarded as a chance for many enterprises to better position themselves in the market and to make them more resilient against disturbances. However, both planning and innovation deal with future in order to better align our enterprises for coming challenges. This article features core elements both in planning exercises and in innovation practices. Eventually, we are showing that innovation has different approaches towards capturing future uncertainties than planning, which could support planning in doing a better job. Author(s) Schönwetter, Gerald: Logistikum ‐ University of Applied Sciences Upper Austria, Austria Freudenthaler, Daniela: Logistikum ‐ University of Applied Sciences Upper Austria, Austria

Maijanen‐Kyläheiko, Päivi: Lappeenranta University of Technology, Finland

DYNAMIC CAPABILITIES AND SUSTAINABLE STRATEGIC CHANGE IN NON‐PROFIT ORGANISATIONS

Our study explores the functioning of dynamic capabilities during the strategic renewal in a non‐profit organization, hereby contributing to the young tradition of the dynamic capability approach in the non‐profit context. The analysis focuses on how the sensing, seizing and reconfiguring capacities of dynamic capabilities relate to the organizational context and to the organizational change performance and, in addition, how the different types of capabilities relate to each other. The empirical data was collected in the Finnish Broadcasting Company with a quantitative survey for the whole personnel. The analysis sheds light on the context‐bounded and path‐dependent nature of the dynamic capabilities. They differ between the functional subunits and the context affects the way they relate to the change performance. In addition, the different capacities affect the performance differently. Author(s) Maijanen‐Kyläheiko, Päivi: Lappeenranta University of Technology, Finland Jantunen, Ari : Lappeenranta University of Technology, Finland Hujala, Maija: Lappeenranta University of Technology, Finland Tarkiainen, Anssi : Lappeenranta University of Technology, Finland

Ahlqvist, Toni: VTT Technical Research Centre of Finland, Finland

CONSTRUCTING FUTURES KNOWLEDGE: ROADMAPPING AS A DYNAMIC STRATEGIC PRACTICE

The paper conceptualises roadmapping as a dynamic strategic practice and discusses the connections of foresight, innovation management and strategic management. The paper argues that organisations have a rising need to construct and foster relevant future‐oriented knowledge that builds on the systemic understanding of the 'grand challenges', and to link this knowledge with actual strategic practices in the organisation. For this purpose, the paper outlines a framework of organisational foresight practice that aims at converting futures information towards futures knowledge emphasising multi‐disciplinarity, systemic technology‐economy‐society interactions, ecosystem leadership, and builds towards a continuous strategic foresight platform. The paper fleshes out this framework through a case study of a Finnish research and technology organisation, VTT Technical Research Centre of Finland. Author(s) Ahlqvist, Toni: VTT Technical Research Centre of Finland, Finland Kohl, Johanna: VTT Technical Research Centre of Finland, Finland

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SESSION 3.2: SUSTAINABILITY AS A CATALYST TUESDAY, 09:00 ‐ 10:30

FACILITATOR: HELENA FORSMAN JUHO RISSANEN 1½ FLOOR

Arena, Marika: Politecnico di Milano, Italy

ROADMAPPING FOR SUSTAINABILITY: A SUCCESS STORY OF AN ITALIAN‐BASED MULTINATIONAL.

This paper aims at analysing how a multinational company competing in the fashion and eyewear industry exploited roadmapping techniques to implement its sustainability strategy at different organizational levels (product, process, and enterprise). The paper takes as its starting point the widely accepted idea that companies that aim to implement sustainability ideas have to undergo a relevant process of change, that touches a broad range of different aspects and practices (Bansal, 2005; González‐Benito and González‐Benito, 2005). The empirical work was carried out through action research along a time frame of 18 months, during which the researchers had the opportunity to observe and directly interact with several organizational actors. The case shows how roadmaps can be successfully employed for supporting the design and implementation of a sustainability strategy, communicating the company's sustainability strategic priorities to internal constituencies and assessing progresses against targets. Author(s) Chiaroni, Davide: Politecnico di Milano, Italy Arena, Marika: Politecnico di Milano, Italy Ventura, Marta: Luxottica, Italy

Alinikula, Petteri: Nokia, Finland

SUSTAINABILITY AS AN INNOVATION CATALYST FOR MOBILE PHONES

Innovations are growingly important for companies in mobile industry. In particular, companies face two critical challenges: how to find great innovations and how to grow ideas to become real business. Sustainable development offers opportunities for mobile phone manufacturers and service providers to address both of these challenges. Sustainability shows direction for innovations towards more resource efficient solutions that offer help for the key challenges of the globe. Furthermore, companies' sustainability agenda provides a means to incubate small‐scale business activities while benefiting from publicity. A model is introduced to categorize sustainable development with respect to good profitable business. Three sustainability innovations‐Nokia Portable Solar Charger, Nokia Wireless Loopset and package minimization for Nokia‐are shown as proof point examples. Author(s) Alinikula, Petteri: Nokia, Finland

Dacko, Scott: Warwick Business School, United Kingdom

SUSTAINABILITY ORIENTATION AS A DRIVER OF INNOVATION WITHIN FIRMS

Many organizations are embracing more sustainable ways of doing business, which create profit while avoiding harm to people and the planet. In this context, innovation is an important vehicle to reconfigure the system by which organizations create value and deliver to customers. However, little is known about the drivers and outcomes of organisations' sustainability orientation. This exploratory study investigates the nature of organisations' sustainability orientation and its outcomes in terms of innovation and performance. Findings from multiple depth interviews within nine multinational corporations highlight significant differences in sustainability orientation and its drivers. More importantly, findings show that a sustainability orientation often results in service and process innovation (as opposed to just product innovation), holding important marketing strategy implications for effective co‐creation and delivery of sustainable value. Author(s) Dacko, Scott: Warwick Business School, United Kingdom Claudy, Marius: UCD School of Business, Rep. of Ireland Garcia, Rosanna: Northeastern University, USA Wilner, Sarah: Wilfrid Laurier University, Canada

Young, Ellen: Newry Corp., USA

THE IMPACT OF INNOVATION IN SUSTAINABLE LIGHTING TECHNOLOGIES

LEDS are transforming the lighting industry. With numerous product forms and applications, this energy‐efficient lighting option is predicted to become the majority share of all lighting by 2020. The lighting revolution is a great example of the innovation challenges inherent in launching sustainable products. As an innovation manager, it's tempting to follow a technology on its own merits, but meeting customer requirements and overcoming their adoption hurdles is critical to commercialization. Innovators in the lighting space today are experiencing the tension between technological advances and customer comfort with adoption. In addition to offering sustainability, however, new lighting technologies can transform the value delivered‐and create new value for end users. By delivering a combination of an improved and more sustainable lighting technology, new creative lighting features, and greater customer satisfaction ‐successes in lighting innovation can serve as an example for other industries. Author(s) Young, Ellen: Newry Corp., USA McClusky, Mark: Newry Corp, USA

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SESSION 3.3: COLLABORATIVE INNOVATION 2 TUESDAY, 09:00 ‐ 10:30

FACILITATOR: MONIKA PETRAITE TARJA HALONEN 1½ FLOOR

Osterlie, Thomas: NTNU Social Research, Norway

SYNERGISTIC COLLABORATION: RESPONSIBILITY AND AUTHORITY IN MULTILATERAL RESEARCH AND DEVELOPMENT

We explore how mid‐level managers capitalize on the innovation potential of multilateral R&D. Defining multilateral R&D as a) temporally bounded b) collaborative constellations with c) multiple partners, d) formally defined goals, and e) a formal structure that cuts across participants' organizational boundaries, these mid‐level managers are responsible for meeting these goals with limited formal authority to instruct participants within the R&D constellation. The managers resolve this mismatch by organizing activities so that collaborating yield benefits that are not independently obtainable by individual participants and which exceed their investment in time and effort. Such synergistic collaboration unfolds through three interrelated processes: 1) mutualistic prospecting, 2), delivering and 3) concerns balancing. While these processes are distinguishable patterns of behaviour that managers engage in to organize activities to yield synergistic benefits from collaborating, they are also inseparable, unfold simultaneously, as well as support and being supported by each other. Author(s) Osterlie, Thomas: NTNU Social Research, Norway Johansen, Jens Petter: NTNU Social Research, Norway

McIntyre, Sharon: Chaordix Inc., Canada INFUSING OPEN/SOCIAL INNOVATION PROCESSES AND TECHNOLOGIES INTO LARGE ORGANIZATIONS Incorporating new innovation techniques such as crowdsourcing, open innovation, and social innovation into large organizations (alongside more traditional innovation methods) and managing the programs through to useful results brings significant challenges. For example, regulatory requirements, longstanding policies, and entrenched procedures are typically challenging to change in any large organization. The agile, entrepreneurial model of rapid experimentation and innovation of small private sector companies isn't typically practicable in a global multinational organization. An educational case study‐based presentation which focuses on open and social innovation initiatives by large, international organizations will be given. Implications for practitioners include the need for appropriate project selection, determination of complexity, planning for measurement, proactive clarification of misapprehensions, community composition approaches, and shifting from respondent questioning to engaged participation. The reality of embedded organizational processes and established cultural norms requires infusing new innovation processes and technologies into existing mechanisms, rather than attempting to wipe the slate clean. Author(s) McIntyre, Sharon: Chaordix Inc., Canad

Eidam, Sebastian: University of Münster, Germany

COLLABORATION AND SCIENTIFIC OUTPUT: IMPROVING THE PICTURE BY PUBLICATION ANALYSIS

Collaborative research between private and public partners is considered to be very prolific, as new knowledge meeting current societal and technological needs is created. Especially for new emerging technologies, which are still at an initial stage, this form of collaboration is frequently applied. It is investigated to what extent collaborations between industrial partners and public research institutions in a setting of embryonic inventions, such as lithium batteries, become visible via publication and patent analysis. The influence of collaborative activities on the total number of publications, private‐public co‐publications and patenting activities is shown, with a focus on public research institutions and their associated scientific success. Furthermore, patterns which can be used to improve the measurement of scientific output are identified. The results can be used to improve the cooperation in academia‐industry partnerships. Conclusions and further research prospects are given. Author(s) Eidam, Sebastian: University of Münster, Germany Meister, Paul: University of Münster, Germany Kehrel, Uwe: University of Münster, Germany Leker, Jens: University of Münster, Germany


Grundström, Christina: Linköping University, Dpt. of Mgmt and Engineering, Sweden

USING RELATIONSHIP DISTANCE TO MAINTAIN INNOVATION CAPABILITY FOR UNIVERSITY SPIN‐OFFS

University spin‐offs are often treated as key to establishing new high‐tech ventures. The importance of relationships for such ventures has been extensively emphasised, particularly concerning innovation co‐creation commercialisation. But do such establishments really produce value to the spin‐off and foster its further development of innovations? This paper argues that distance in relationship is important for the continuous innovativeness of the spin‐off, and discusses how such distance impacts the innovation capabilities and co‐creation of a university spin‐off. The paper presents a longitudinal case study of a Swedish university high‐tech spin‐off. It points to how horizontal proximity in the supply chain facilitates the development of the core technology but that relationship distance, in the form of geographic and vertical supply‐chain distance, positively impacts the innovation capabilities of the spin‐off. Supply‐chain distance results in knowledge distance (or fit) which facilitates this freedom, yet moderates the co‐creative capability between various parties. Author(s) Öberg, Christina: Lund University/University of Exeter, Sweden Grundström, Christina: Linköping University, Dpt. of Mgmt and Engineering, Sweden

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SESSION 3.4: TRANSFERRING KNOWLEDGE FOR INNOVATION 2 (SIG) TUESDAY, 09:00 ‐ 10:30

FACILITATOR: ALLEN ALEXANDER MEETING ROOM 302 3RD FLOOR

Malik, Khaleel: University of Manchester, United Kingdom

INTERNATIONAL TECHNOLOGY TRANSFER

Although Multinational Corporations (MNCs) have made significant investments in promoting technology transfer across their international business operations, the MNC subsidiaries often face a number of challenges, especially relating to human resource issues, which impact on their ability to fully absorb and utilise the technology that has been transferred. Our paper will present some of the main human resource barriers to technology transfer by analysing this phenomenon in 16 MNC subsidiaries based in Thailand. Our study focuses on Hard Disk Drive (HDD) and Integrated Circuits (IC) manufacturing firms. We contribute to academic literature on the need to equip staff at the Thai subsidiary units with the basic skill set and techniques to help them absorb more complex knowledge whilst participating in technology transfer projects. The paper concludes with some management implications and some policy implications for developing/ emerging economies. Author(s) Malik, Khaleel: University of Manchester, United Kingdom Hattasingh, Thanyaporn: NSTDA, Thailand

Miller, Kristel: Queens University, United Kingdom

ENHANCING MULTIPLE STAKEHOLDERS KNOWLEDGE TRANSFER TO AID UNIVERSITY TECHNOLOGY COMMERCIALISATION

This research investigates the knowledge processes that exist between multiple stakeholders involved in university technology transfer processes; through an absorptive capacity lens. The findings of this study resulted in the development of an absorptive capacity‐based framework identifying 6 themes, namely, human factors, stakeholder roles, power relationships, knowledge source, organisational factors and external influences which all need to be considered to improve university technology transfer effectiveness. Each of these themes and corresponding sub‐themes were found to have varying impact on the sharing, transfer, acquisition, absorption and exploitation of knowledge. Thus, the findings stress the importance of strategically managing the knowledge exchanges and flows that take place between university technology transfer stakeholders so that knowledge can be leveraged to aid university technology transfer success. Author(s) Miller, Kristel: Queens University, United Kingdom Moffett, Sandra: University of Ulster, United Kingdom McAdam, Rodney: University of Ulster, United Kingdom Brennan, Michael : University of Ulster, United Kingdom

Pillkahn, Ulf: Siemens AG, Germany

HOW DOES DESIGN THINKING SUPPORT INDUSTRY‐ACADEMIA COLLABORATION

This is a practitioner's perspective. A successful project is described which was conducted between the Zeppelin University and Siemens AG. Together a lecture 'Foresight, Design Thinking and Innovation' was conducted and this lecture connects creative minds and a challenging task and the industry perspective. Innovation management is a very complex matter ‐ more often than not it does not receive the attention it should receive from participants. This paper shows how to integrate external partners (in this case university) in an innovation process in a way of mutual benefits and a win‐win outcome. It tackles questions like 'How to make sure that after the project's end the topic will be followed up and how does the knowledge diffuse in several group settings. This paper shows how a topic (TheNextBigThing) is explored, beginning with the development of future scenarios and finally the design of a prototype for a solution space. Author(s) Pillkahn, Ulf: Siemens AG, Germany Prexl, Katja‐Maria: Zeppelin University, Germany

Kim, Byoung Soo: Korea Institute of S&T Evaluation and Planning, Korea, Republic of

ANALYSIS OF UNIVERSITY TECHNOLOGY TRANSFER AND COMMERCIALIZATION IN SOUTH KOREA

South Korean government has encouraged university technology transfer and commercialization so far as other governments. The main goal of this submission is to suggest practical implications based on empirical data for policymakers and scholars in the area of university technology transfer and commercialization. This submission suggests four categories of indicators and a composite index from the data of 433 educational institutions in South Korea. According to the study, we can learn the current situation of universities by a composite index in technology transfer and commercialization. Some results are not as expected. Against general expectations, licensing income of the university does not correlate with the scale of TLO in each university. Universities in provincial areas are relatively competitive with metropolitan areas from the aspect of technology transfer and commercialization. Except several universities specialized in science and technology, there is little significant difference among universities in terms of the composite index. Author(s) Kim, Byoung Soo: Korea Institute of S&T Evaluation and Planning, Korea, Republic of

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SESSION 3.5: USER ENGAGEMENT IN LIVING LABS (SIG) TUESDAY, 09:00 ‐ 10:30

FACILITATOR: DIMITRI SCHUURMAN MEETING ROOM 303 3RD FLOOR

Huotari, Jouni: JAMK University of Applied Sciences, Finland

TOWARDS SUSTAINABLE OPEN INNOVATION COLLABORATION WITHIN LIVING LAB

There is little empirical evidence of sustainable open innovation collaboration between SMEs and educational institutions under a Living Lab as an ecosystem. Consequently, there is scarce knowledge on how to engage SMEs, universities, and end users into a value creation based on sustainable open innovation collaboration. A social process model is used to describe the relationships between key actors within the Living Lab. The resulting model depicts in a concise way how the relationships have evolved over time. In this model, major encounters between the actors are those which have at least the potential to change the relationship state between the parties. The relatively stable passages between consecutive encounters are labelled episodes. By perceiving systems development in the open innovation ecosystem as a series of encounters and episodes, it is possible to identify the critical milestones of development work and to display the dynamics of a use‐case development trajectory. Author(s) Huotari, Jouni : JAMK University of Applied Sciences, Finland Krawczyk, Piotr: JAMK University of Applied Sciences, Finland Turunen, Ilkka: Nestronite Oy, Finland

Vervoort, Koen: iMinds/iLab.o, Belgium

PANEL MANAGEMENT IN LIVING LABS: A 7 STEP‐APPROACH

Based on interactions with other (European) living lab stakeholders we discovered that one of the most common problems within living labs is approaching and involving end‐users in their real‐life circumstances to cooperate within their platforms/projects in a structured way. Often Living Labs are stuck with a state of the art infrastructure, enthusiastic stakeholders and bright ideas but no group of properly selected end‐users to deliver feedback about the devices or services. Over the past seven years iLab.o developed a general method to build up and maintain user panels. We try to offer a road book to help stakeholders within living labs to approach their user panels in a more structured way and try to provide a broader insight into all the aspects of panel management within living labs in general. This submission focuses on all different stakeholders who are (thinking about) participating within living labs. Author(s) Vervoort, Koen: iMinds/iLab.o, Belgium Schuurman, Dimitri: UGent/iMinds/iLab.o, Belgium De Marez, Lieven: UGent/iMinds/iLab.o, Belgium

Krawczyk, Piotr: JAMK University of Applied Sciences, Finland

USER CENTRED OPEN INNOVATION DOMAIN LANDSCAPE WITHIN THE ENOLL

This paper presents a Living Lab landscape study based on a biennial ENoLL survey compared with results from previous studies on the landscape of Test and Experimentation Platforms, landscape of Human‐Centred Design research as well as the domain of Living Lab research. The emerging domain landscape of Living Lab research is discussed in connection with existing theories. The initial LL landscape was built based on Living Lab related publication stream while the new LL landscape represents the data gathered during the biennial ENoLL survey reflecting the current LL practices. This allowed comparison between the Living Lab publication stream and the LL practices as applied within projects. The resulting landscape comparisons reveal that the LL research community is significantly more active in the areas of user‐driven innovation, user experience, and user co‐creation practices when compared to a broader publication stream related to Open Innovation in general. Author(s) Pallot, Marc: Nottingham University Business School, United Kingdom Krawczyk, Piotr: JAMK University of Applied Sciences, Finland Kivilehto, Anna: ENoLL ‐ European Network of Livig Labs, Belgium

Pattojoshi, Puspalata: C V Raman College of Engineering, Bhubaneswar, India, India

CREATING INNOVATIONS WITH USERS

In an Indian context, quality and access to education is the major concern in rural schools as there are fewer committed teachers, lack of proper text books and learning material in the schools. Case of a mobile laboratory adopting a living laboratory approach, engaging the users, designed by a Technology University, are presented here. At a global level, the rural community faces a number of challenges for living that science and technology intervention can address. The objective of the laboratory is thus to enhance the scientific literacy and to foster a problem solving attitude among school children in rural India. Also, the promising results out of a survey conducted during the above activity have been presented here indicating the possibility of an emerging market for 'edutainment' media. Author(s) Pattojoshi, Puspalata: C V Raman College of Engineering, Bhubaneswar, India, India

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SESSION 3.6: INNOVATION MANAGEMENT METHODS & TOOLS TUESDAY, 09:00 ‐ 10:30

FACILITATOR: JUKKA‐PEKKA BERGMAN MEETING ROOM 304 3RD FLOOR

Gadeib, Andera: Dialego AG, Germany

NORTHERN LIGHTS ‐ GUIDELINE FOR THE STRENGTHS OF PRODUCT IDEAS

An essential question in innovation processes is how to detect and treat high potential ideas in early innovation stages to move the right ideas forward in the value chain. The paper evaluates key performance indicators with regards to their strengths in predicting the success of a new product with the aim to frame a co‐creation process focusing on the most relevant dimension. An interactive co‐creation task is proposed which examines and shapes the potential of a product idea. As a result an effective idea generation and filtering process is set up which passes the right ideas to the subsequent traditional concept phase. The process will be examplarily illustrated by a client case in the Fast Moving Consumer Goods industry. Author(s) Gadeib, Andera: Dialego AG, Germany

Zeihsel, Frank: Synnovating GmbH, Germany

GUIDED INNOVATION BY USING DIRECTED EVOLUTION FOR NEXT PRODUCT GENERATION

Every innovation manager will face the situation that he/she will be asked what the future of a system (product, system etc.) will be. Some try to improve the existing product again and again, trying to increase system output by single percentage instead of thinking on jumping to the next S‐Curve and develop the next generation of the product. And why don't they do so? Because they don't have an appropriate tool to define the innovative future of the system. Directed Evolution provides a methodology to predict the next steps of a product. Unlike traditional forecasting, Directed Evolution (guided by Patterns of Evolution) actually "forces" a system into its highly‐probable future incarnation, by inventing it before it would otherwise occur naturally (possibly implemented by a competitor). The elements of the Directed Evolution are described in the paper, the process of the Directed Evolution is lined out, and some examples are given. Author(s) Zeihsel, Frank: Synnovating GmbH, Germany Dr. Thurnes, Christian: University of Applied Sciences, Kaiserslautern, Germany Zlotin, Boris: Ideation International Inc., USA Zusman, Alla: Ideation International Inc., USA

de Waal, Gerrit: Swinburne University of Technology, Australia

INVESTIGATING THOROUGHNESS OF USE OF INNOVATION TOOLS IN SMALL FIRMS

In this paper, we present a mixed‐method study in which we first demonstrate quantitatively, within a sample of 99 firms, the significant variability that exists in thoroughness of use of 76 innovation tools by practitioners in small firms. We follow this up with in‐depth interviews among 17 practitioners to probe into what drives this variability. Our findings show that tool users may have both logical reasons, driven by circumstance and pragmatism, and reasons of disposition, determined by an individual's or group's specific response to a specific set of stimuli into making the call on the degree of thoroughness of tool use in a particular situation. Our contribution is to make users aware of both circumstantial and dispositional factors that act as hurdles towards users implementing tools more thoroughly, in the hope that these can be negated towards achieving greater innovation performance. Author(s) de Waal, Gerrit: Swinburne University of Technology, Australia Knott, Paul: University of Canterbury, New Zealand Buse, Stephan: Hamburg University of Technology, Germany

Madsen, Arne Stjernholm: Novo Nordisk A/S, Denmark

PLAN OR PLAY: EXPERIENCES FROM IMPLEMENTING STRATEGIC INNOVATION.

Innovation management at Novo Nordisk Device R&D has gradually transformed from being technology based and idea driven, towards a process based on future scenarios and market understanding. We regard this development as a great achievement; however it implies new kinds of problems, such as motivational issues amongst innovative engineers. Therefore, we have launched two initiatives for respectively ensuring employee engagement and for keeping a vein of grassroots innovation open: 1. the 'onboarding' process is a short, but intense exploration of a given project assignment, to ensure ownership from the project team and alignment with top management expectations; 2. the redesigned idea management setup links to strategic challenges and puts high emphasis on incubation of ideas. The early results of these experiments will be shared, as an eyewitness report from the border between strategic and bottom‐up innovation. Author(s) Madsen, Arne Stjernholm: Novo Nordisk A/S, Denmark

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SESSION 3.7: ENTREPRENEURSHIP TUESDAY, 09:00 ‐ 10:30

FACILITATOR: DARIA PODMETINA VIKTOR JULIUS VON WRIGHT 3½ FLOOR

Platzek, Bernd: Hochschule Ravensburg‐Weingarten; University of Pretoria (GSTM), Germany

GENERAL MANAGER ROLES IN THE VITAL ENTREPRENEURIAL LEARNING ORGANIZATIONS

A vital entrepreneurial learning organization has to explore and exploit opportunities in established and new businesses in symbiosis with its external environment. This paper describes a theoretical construct of the individual corporate entrepreneur in a vital entrepreneurial learning organization. As a frame of reference, the role theory, systems thinking in management and management theory direct the theoretical exploration. The presented concept of the corporate entrepreneur provides new insights into the nature of the individual corporate entrepreneur and his seven interconnected and often overlapping general manager roles: change manager, innovation manager, effective manager, complexity manager, culture manager, team manager and communication manager. This role model can be used for task sharing, personnel recruitment, performance analysis and it gives direction for training and development. Such an entrepreneurial human resources management can make a significant contribution to achieve the necessary entrepreneurial orientation of employees, groups and organizations in today's highly competitive business arena Author(s) Platzek, Bernd: Hochschule Ravensburg‐Weingarten; University of Pretoria (GSTM), Germany Hohl, Eberhard: Hochschule Ravensburg‐Weingarten, Germany Pretorius, Leon: University of Pretoria (GSTM), South Africa

Fundneider, Thomas: theLivingCore GmbH, Austria

THE CREATIVE SETTLEMENT: AN ENABLING INNOVATION ECO‐SYSTEM FOR STARTUPS

This submission presents the design of an urban structure for about 1000‐2000 persons originating primarily from the so‐called creative class, a creative settlement. This settlement provides a smart working environment for innovation (driven companies) and start‐ups, an area for high quality living as well as for leading edge education. Both, the theoretical concepts, their background, and the research‐driven design process having lead to this creative settlement are presented. The methods applied in this approach include ethnographic methods, qualitative interviews, quantitative surveys as well as approaches from design thinking. This projects is a case study applying and explaining theoretical concepts form the Enabling Spaces approach. A balanced and sustainable research‐based ecosystem integrating the poles of innovation/creativity, qualitative living, and high quality educational concepts and facilities is presented. The presentation will illustrate the basic concepts of a master plan for the creative settlement that is planned to be realized in Russia. Author(s) Fundneider, Thomas: theLivingCore GmbH, Austria Peschl, Markus: University of Vienna, Austria

Belousova, Olga: Universite Catholique de Louvain, Belgium

DISPERSED CORPORATE ENTREPRENEURSHIP WITHIN LARGE ORGANIZATIONS: ACTORS, BEHAVIORS, PROCESS

This research focuses on the specific activities of corporate entrepreneurs by bringing the research findings together in a conceptual framework and confronting them with empirical evidence available through the case studies on entrepreneurial behaviors employed in teaching corporate entrepreneurship in leading business schools. The review of the literature has demonstrated that the evidence regarding entrepreneurial behaviors of employees still appears to be quite fragmented and that a more systematic approach to the analysis is needed. The framework proposed as a result of the review of the theoretic contributions has allowed identifying several tendencies within the literature. Enriching the conceptual framework with the empirics provided by the case studies highlighted the highly interactive nature of corporate entrepreneurship and allowed to look closer at the roles of top, middle, and operating management levels at different stages of developing an entrepreneurial initiative. Author(s) Belousova, Olga: Universite Catholique de Louvain, Belgium

Deák, Csaba: National Innovation Office, Hungary

LEARNING FROM BEST PRACTICES OF BUSINESS INCUBATION OF HIGH‐TECH START‐UPS

The business incubation, successfully implemented in several countries. The business incubation of start‐ups shows different output in countries with different institutional setting and different intensity of market turbulence: innovation driven economy in Finland, new EU member innovation‐oriented Hungary and most turbulent economy in Russia. We interviewed the high‐tech start‐ups in Finland, Hungary and Russia, to study the actual practices of technology start‐ups incubation and to analyse the problems which can be overcome by successful incubation. Business incubators play the same role in different countries, but they have different services and the companies' perceptions of the incubators' services is different. This study contributes to the research stream of NISs and implementing business incubators for boosting the innovations by creating favourable growth conditions for technology start‐ups. Study also formulates policy recommendation on benchmarking the successful business incubation practices when technology start‐ups growth is the aim of innovation policy. Author(s) Deák, Csaba: National Innovation Office, Hungary Podmetina, Daria: Lappeenranta University of Technology, Finland

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SESSION 4.1: CUSTOMERS & ENVIRONMENTAL TRENDS (SIG) TUESDAY, 11:00 ‐ 12:30

FACILITATOR: CINZIA BATTISTELLA KARL LINDAHL 1½ FLOOR

Fuglseth, Anna Mette: NHH, Norway

INNOVATION MANAGEMENT INVOLVING CUSTOM‐MADE ENTERPRISE SYSTEMS

The purpose of this paper is to enhance the understanding of how to handle organisational innovation projects involving custom‐made enterprise systems effectively. We report on a longitudinal study following the transformation of a Norwegian window production firm. The purpose of the change project was to improve competitiveness by increasing the responsiveness to customers' demands for customised solutions and by optimising the supply chain. The project goals have been attained, but with delays and changes of plans. The study shows how the CEO accomplished the change process by integrating the considerations of Theories E and O. Our research extends the application of Theories E and O to innovation projects involving complex computerised systems. The limitations of our study are discussed and suggestions for further research proposed. Author(s) Fuglseth, Anna Mette: NHH, Norway Buverud, Heidi: NHH, Norway Grønhaug, Kjell: NHH, Norway

Tuppura, Anni: Lappeenranta University of Technology, Finland

THE EFFECT OF STRATEGIC SUPPLY MANAGEMENT ON RESPONSIBLE PURCHASING PRACTICES

This paper examines the effects of strategic supply management and supply management's end‐customer orientation on the green supply management of firms. The analysis is based on empirical data collected in Finland from 165 firms. The cornerstone of the firm's strategic supply management should be a supply strategy integrated in the business strategy and based on the firm's objectives and strategic principles. The role of supply management is to bridge the gap between the downstream and upstream supply chain. It acts as the interface of the company delivering the end‐customer needs and requirements to its suppliers. In this study the focus was on the environmental dimension of CR and green supply management. The main findings are that the strategic supply management and end‐customer orientation influence the company's adoption of green supply management. Furthermore, it was found that the firm's size has an effect on green supply management. Author(s) Lintukangas, Katrina: Lappeenranta University of Technology, Finland Kähkönen, Anni‐Kaisa: Lappeenranta University of Technology, Finland Tuppura, Anni: Lappeenranta University of Technology, Finland

Abdul Rahman, Omar: Fraunhofer IPA, Germany Meyer‐Schwickerath, Ben: IPRI, Germany

APPROACH FOR CAPTURING THE IMPACT OF EXTERNAL TRENDS IN SME

Within this work an approach will be described, which identifies and quantifies the impact of external trends on the individual divisions of a company. The core of this approach is the so called ,,dimensions of change". On one hand they create an interface between the company's divisions and the required measures, on the other hand they can be used as a starting point for the evaluation of the as‐is changeability SME. This approach contains seven steps and will be established in the strategic corporate planning. Thereby, the approach supports the integration of foresight information in the planning of the corporate divisions to increase future robustness and changeability. The approach has been validated in the research project Vertumnus. Author(s) Abdul Rahman, Omar : Fraunhofer IPA, Germany Schatz, Anja: Fraunhofer IPA, Germany Meyer‐Schwickerath, Ben: IPRI, Germany Bauernhansl, Thomas: Fraunhofer IPA, Germany

Repo, Petteri: National Consumer Research Centre, Finland

EMBRACING NEW IDEAS IN USER DRIVEN INNOVATION POLICY

User‐drivenness has established a foothold in innovation policy, challenging the traditional model in which science creates the foundation for innovations and industry commercialises them. However, the ways in which user‐drivenness is implemented in policy differ from one country to the other. This article examines the evolving definition of user‐driven innovation policy in four countries: Denmark, the Netherlands, the United States and the United Kingdom. In addition to different policy goals and measures, the variety of development paths relates to differences in academic backgrounds. User‐driven innovation policies of the examined countries are compared in terms of the degree to which they have been established, and their measures of incorporating a diversity of users. In addition to Denmark, established methods of facilitating diversity are recognisable in British and US policies. User‐drivenness also appears to offer solutions to difficult social challenges, such as sustainable consumption or the prioritisation of public services. Author(s) Repo, Petteri: National Consumer Research Centre, Finland Timonen, Päivi: National Consumer Research Centre, Finland Heiskanen, Eva: National Consumer Research Centre, Finland Hyysalo, Sampsa Hyysalo: Aalto University School Arts and Design, Finland

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SESSION 4.2: SUSTAINABILTY & SOCIAL INNOVATION / GROWTH (MIXED SESSION) TUESDAY, 11:00 ‐ 12:30

FACILITATOR: JEFF HOVIS JUHO RISSANEN 1½ FLOOR

Hashiba‐Horta, Luciana: Natura Innovation & Technology, Brazil

TRADE‐OFFS IN INNOVATION WITHIN SUSTAINABILITY PRINCIPLES: A NPD PROJECT CASE‐STUDY

This presentation brings a case study that shows the trade‐offs faced in a project aiming performance in the triple bottom line concept and using the open innovation approach. The concept of trade‐offs brings an interesting perspective of the challenges faced when gathering innovation, open approach and sustainability principles. This work aims to contribute to the evolution of the open innovation approach through a practitioner perspective, showing a case study of Natura, a major Brazilian cosmetic company that is recognized as reference of how to work within this strategy in the national innovation ecosystem while adopting a sustainability strategy of ecobranding. The selected case also brings to light the need to evaluate where this strategy is applicable as on traditional dimensions this project had a superior performance but on the other hand, the overall performance, considering the TBL of this line was not as expected. Author(s) Hashiba‐Horta, Luciana: Natura Innovation & Technology, Brazil Moreira, Patricia: Natura Innovation & Technology, Brazil Oliveira, Elaine: Natura Innovation & Technology, Brazil Zamberlan, Romulo: Natura Innovation & Technology, Brazil

Toppinen, Anne: University of Helsinki, Finland

SUSTAINABILITY MANAGEMENT WITH TRADITIONAL AND INNOVATIVE SOCIAL MEDIA COMMUNICATION TOOLS

Sustainability is a current megatrend behind a growing number of organizational and technological innovations. Consequently, communication of corporate (social and environmental) responsibility (i.e., CSR or CR) to key stakeholders has become essential part of corporate conduct, and superior management of versatile stakeholder expectations can be a crucial source of new innovations. Content analysis was conducted on corporate sustainability reports, websites and social media of the world's 100 largest pulp and paper companies in 2012. 70% of companies were found to use sustainability reporting, while the share of companies involved in social media was lower, 50%. Geographic location, company size and profitability were found to increase the quality of traditional sustainability communication, whereas only size was significant in explaining quality of social media activities. Environmental issues were the most common topic of disclosure, whereas in social media, community issues were also strongly emphasized. Author(s) Toppinen, Anne: University of Helsinki, Finland Hänninen, Vasylisa: University of Helsinki, Finland

Rasmussen, Casper: Norwegian University of life science, Norway

ENTREPRENEURIAL ORIENTATION IN ACQUISITION AND ORGANIC HIGH‐GROWTH FIRMS

This study examines the relationship among innovativeness, competitive aggressiveness, risk taking and growth in organic and acquisition high growth firms. A survey was answered by 1000 high growth firms and 500 control firms, and 1308 usable responses are used in the analysis. Innovativeness, competitive aggressiveness, risk taking and growth intentions were conceptualised and analysed as first‐order constructs using confirmatory factor analysis and OLS regression. The findings show that innovativeness has a greater impact among organic high‐growth firms, than among acquisition high‐growth firms. In opposition, competitive aggressiveness has a greater impact among acquisition high‐growth firms than among organic high‐growth firms. Future research on growth should take growth mode into consideration, to avoid the risk of underestimating the effect of innovativeness on company growth. Author(s) Rasmussen, Casper: Norwegian University of life science, Norway Nybakk, Erlend: Norwegian forest and landscape institute, Norway

Forsman, Helena: University of Tampere, Finland

INNOVATIONS FOR SUSTAINABLE GROWTH ‐ OR KEEPING THE PRESENT POSITION?

This paper examines how the development of innovations is associated with sales growth and profitability in small firms. It also explores the characteristics of sustainable growers. The empirical evidence is based on the longitudinal data covering seven years from 2005 to 2011. The results demonstrate that one third of small firms tend to continue along with their conventional pathways. For them, innovation is not a tool for growth. Instead, it is a tool to maintain their established position. In addition, the results reveal that growing and declining firms possess similar capacity to develop innovations. Instead, the difference lies in their abilities to transform these innovations into commercial success. Finally, this study also identified and illustrated the characteristics of the four promising profiles for the potential sustainable growers. These firms are also the job creators for the economy. Author(s) Forsman, Helena: University of Tampere, Finland

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SESSION 4.3: MANAGING COLLABORATION I TUESDAY, 11:00 ‐ 12:30

FACILITATOR: PIA HURMELINNA‐LAUKKANEN TARJA HALONEN 1½ FLOOR

Weiss, Astrid: Fraunhofer Italia Research scarl, Italy

APPROPRIABILITY REGIME IN OPEN PROCESS INNOVATION IN SMES

Open innovation (OI) in SME has attracted growing research attention and many solutions to solve the compatibility issue of intellectual property (IP) protection and OI in large corporate environments have been widely discussed. However, literature covering the strategic impact of IP on OI at SME level and its implication on SME IP policy is still scant. In this conceptual paper these topics are investigated based on a literature review, expert interviews and case study analysis. On the basis of the findings a model for exploiting IP in OI at SME level is created which can be used as taxonomy to analyse cases ex post or as a strategic tool for ex ante analysis for SME. Author(s) Francia, Giada: Fraunhofer Italia Research scarl, Italy Weiss, Astrid: Fraunhofer Italia Research scarl, Italy Krause, Daniel: Fraunhofer Italia Research scarl, Italy Matt, Dominik: Fraunhofer Italia Research scarl, Italy

Fiegenbaum, Irina: Lappeenranta University of Technology, Finland

ASSESSING INNOVATION STRATEGIES: A MANAGERIAL GUIDE

There exists a number of research on open innovation adoption and implementation both as research papers and as consulting reports, nevertheless, the information provided in those reports and guides is rather generic and does not solve the problem of building a strategic approach to open innovation. Based on the few years of extensive research, we develop the set of tools for assessing open innovation strategies of a company and suggest companies to follow few steps in understanding the role of open innovation for them and in estimating their position in open innovation environment. How should the company get itself ready for an open innovation journey? How can it find out if it really follows the strategy it thinks it follows? Author(s) Fiegenbaum, Irina: Lappeenranta University of Technology, Finland

Smulders, Oscar: Minase, Netherlands

DESIGNING INNOVATIVE CONTRACTS FOR COLLABORATIVE INNOVATION ECOSYSTEMS

This paper shares the experiences of setting up a collaborative innovation process in a regional initiative in the Netherlands. In the first phase of the process, a couple of interactive idea generating sessions have been organized. These so called Quest for Solutions sessions have not only generated a rich set of useful solutions, but they also created a positive vibe within the local community. Factors that have contributed to the success of the idea generation sessions are working around real‐life problems involving people who are directly affected by the problem. The structure of the sessions with alternating phases of divergence, exploration, and convergence allowed for broad understanding of the problems, exploration of potential solutions, and working towards result oriented value statements. Key challenges in translating the ideas into solutions have been determining the value case and dealing with intellectual property. Author(s) Smulders, Oscar: Minase, Netherlands

Giaccone, Sonia: Dept. of Economics and Business, University of Catania, Italy

MANAGING THE SYSTEM OF CONNECTIONS TO OUTPERFORM: THE INNOVATION‐HUB

The paper affords the topic of innovation hub as an appropriate context to collect a huge amount of data at real‐time, turning them into useful insights to be incorporated into core business processes. Much potential value lies in using IT platform and social technologies, which enhance communication, knowledge sharing and collaboration within and across enterprises. The research explores the importance of capturing value from connectivity through the listening and analyzing capabilities and proactivity; the need of unleashing the innovative potential of participants through appropriate corporate policies; and the necessity of managing the hub by substituting rules with shared values. As the innovation hub is increasingly used not only by companies but also by science parks, and local authorities to improve competitiveness, it can have different configurations. So, we center our comparative analysis on the main criteria that drive the innovation and give insights useful to design the hub's structure. Author(s) Longo, M. Cristina: Dept. of Economics and Business, University of Catania, Italy Giaccone, Sonia: Dept. of Economics and Business, University of Catania, Italy

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Abdelkafi, Nizar: Fraunhofer MOEZ, Germany

THE INNOVATION POTENTIAL IN STANDARDIZATION

This paper provides preliminary insights into an on‐going research project, supported by the DIN (Deutsches Institut für Normung), how SMEs can increase their innovative ability by leveraging standardization. The major idea of this work is that standardization has innovation potentials that can be released if certain conditions are fulfilled. The results build upon findings from 21 semi‐structured interviews conducted with experts from three sectors: biotechnology, nanotechnology, and security. To get information on standardization and innovation, we interviewed experts from German companies, who are involved in R&D activities and familiar with standardization issues. The interviews are systematically analysed by using model, which describes the interactions between five elements: standardization, innovation potential, impacts of standardization, in addition to internal and external influencing factors. The discussion of these elements sheds light on the innovation potentials, in particular how companies can benefit from standardization. Author(s) Abdelkafi, Nizar: Fraunhofer MOEZ, Germany Makhotin, Sergiy: Fraunhofer MOEZ, Germany

Hurnonen, Salla: LUT, School of Business, Finland

HOW TO SUPPORT SERVICE INNOVATION WITH ORGANIZATIONAL KNOWLEDGE INTEGRATION PRACTICES

Services comprise an increasingly bigger proportion of contemporary economies, thus service innovation is more relevant than ever. However, the practices and processes related to the utilization of knowledge for service development are not very well understood in this context. In an attempt to narrow this gap, this study focuses on how Knowledge Intensive Business Service (KIBS) firms utilize knowledge‐integration practices in different phases of the service‐innovation projects they carry out for their customers. The qualitative data collected from four case firms in the Finnish KIBS sector is analysed in line with four categories of knowledge‐integration practices: rules and directives, sequencing, decision‐making, and group problem solving and routines. The results show how these practices are utilized in different types of service‐innovation projects. Furthermore, two generic types of project are identified, with different needs and requirements with regard to knowledge integration. Author(s) Hurnonen, Salla: LUT, School of Business, Finland Ellonen, Hanna‐Kaisa: LUT, School of Business, Finland Ritala, Paavo: LUT, School of Business, Finland

Jeong, Seongkyoon: Korea Institute of Machinery and Materials, Korea, Republic of

THE IMPACT OF UNCERTAINTY ON THE MARKETS FOR TECHNOLOGY

This paper addresses the impact of uncertainty associated with intellectual property right on the markets for technology, especially technology transfer from public research organizations (i.e. universities and government research institutes). We contend that the timing pattern of technology transfer from public research organizations differs from that of inter‐firm licensing transaction. It is because private firms have a different set of complementary asset, so it is difficult for them to invent around technology of public research organizations. In turn, we empirically demonstrate the licensing timing, using transacted patents of public research organizations and matching their patents with associated research project attributes of national R&D programs. We found that resolving the uncertainty rather delays licensing timing, as opposed to the case of inter‐firm licensing shown in previous literature. Author(s) Jeong, Seongkyoon: Korea Institute of Machinery and Materials, Korea, Republic of Lee, Sungki: Korea Institute of Intellectual Property, Korea, Republic of

Plieth, Hanna: Leipzig Graduate School of Management, Germany Habicht, Hagen: HHL Leipzig Graduate School of Management, Germany

AGENTS IN ORGANIZATIONAL INNOVATION COMMUNITIES: THE WIND OF CHANGE

Within the broader field of open innovation, innovation communities are today discussed as a new instrument to bring diverse people together in order to make use of their expertise for innovation. Different roles of key people in innovation processes have been identified and studied, including 'champions', 'promotors', and 'gatekeepers'. However, there is a lack of research focusing on a comprehensive understanding about expertise and skills needed to facilitate innovation processes. Therefore, we apply a change agent perspective and develop a holistic picture of different roles and their contributions to community processes. We proceed in two steps: First, we identify the relevant change agents and their contribution to the innovation process. Second, we analyse how each change agent acts during the phases of an innovation process. Author(s) Plieth, Hanna: Leipzig Graduate School of Management, Germany Habicht, Hagen: HHL Leipzig Graduate School of Management, Germany Möslein, Kathrin M.: HHL Leipzig Graduate School of Management & University of Erlangen‐Nuremberg, Germany

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SESSION 4.5: APPLICATIONS OF THE LIVING LAB APPROACH (SIG) TUESDAY, 11:00 ‐ 12:30

FACILITATOR: SAMPO TUKIAINEN MEETING ROOM 303 3RD FLOOR

Baccarne, Bastiaan: iMinds ‐ MICT ‐ Ugent, Belgium

LIVING LABS AS A NAVIGATION SYSTEM FOR INNOVATIVE BUSINESS MODELS

Media industries and other rapidly evolving, complex, uncertain markets have a hard time to survive if they do not optimize or radically change their business models. This paper analyses the potential of involving all relevant stakeholders of the value network in the development of a business model by means of a panel based multi‐method Living Lab approach. Using an in‐depth case study analysis, a critical analysis of both the potential value and the weaknesses of such an approach are being assessed. Although some difficulties exist, opening this innovation process and involving external actors in a structural way has the potential to increase the value creation and sustainability of the business model. This paper also stresses the importance of multidisciplinary research on multi‐stakeholder involvement in business model innovation. Author(s) Baccarne, Bastiaan: iMinds ‐ MICT ‐ Ugent, Belgium Schuurman, Dimitri: iMinds ‐ MICT ‐ Ugent, Belgium Seys, Constantijn: iMinds ‐ MICT ‐ Ugent, Belgium

Seys, Constantijn: iMinds‐MICT‐Gent University, Belgium

THE INNOVATION STRUGGLE: PANEL BASED LIVING LABS TO THE RESCUE?

Nowadays, developing new and innovative products and services is critical for the survival of companies. Despite that research indicates that user input increases the chances of innovation success, a lot of this potential remains untapped. Most of the research methods that are currently used have certain limitations. The Living Lab‐approach provides a valuable alternative to the current approaches, allowing for a tailored integration of user feedback into the NPD‐process. However, this flexibility is both one of the main strengths as well as one of the main weaknesses as there is still no definite agreement about the precise definition of this approach. In this paper a panel based approach is applied on three case studies in the music industry. These findings are discussed together with the best practices for this type of research. Author(s) Seys, Constantijn: iMinds‐MICT‐Gent University, Belgium Schuurman, Dimitri: iMinds‐MICT‐Gent University, Belgium Evens, Tom: iMinds‐MICT‐Gent University, Belgium Baccarne, Bas: iMinds‐MICT‐Gent University, Belgium All, Anissa: iMinds‐MICT‐Gent University, Belgium

Batey, Matt: Institute of Energy and Sustainable Development, United Kingdom

LIVING LAB: SUCCESSFUL USER ENGAGEMENT ON ENERGY‐EFFICIENCY THROUGH PARTICIPATORY INNOVATION

Research carried out by De Montfort University, UK, has identified a link between user‐involvement in design and development of energy‐efficiency visualisation tools and their successful adoption. Combining a living lab approach to innovation with social media creates the possibility for user involvement in very large numbers, including city‐scale communities. An analysis under the EU project IREEN (ICT Roadmap for Energy Efficiency Neighbourhoods), shows these findings to have significant implications for innovations in ICT for enabling energy‐efficiency at the neighbourhood scale. It also contributes evidence in support of using ICT to enable users themselves to increase their energy efficiency rather than automating control away from the user, concluding that the former approach can achieve cost‐effective, sustained savings that increased automation is unlikely to do. Author(s) Batey, Matt: Institute of Energy and Sustainable Development, United Kingdom Bull, Richard: Institute of Energy and Sustainable Development, United Kingdom Decorme, Régis: Centre Scientifique et Technique du Bâtiment, France

Brankaert, Rens: Eindhoven University of Technology, Netherlands

SETTING UP A LIVING LAB FOR NETWORKED INNOVATION IN DEMENTIA

In this paper a LivingLab approach to design for and with people suffering from dementia and their caregivers is discussed. On top of the impaired user, a complex stakeholder network surrounds dementia care, showing two difficulties in innovation for dementia. Therefore innovation within the dementia healthcare chain requires an involvement of various stakeholders; the target group (people living with dementia), the dementia care providers and the potential business partners to achieve an accepted and viable proposition. In this paper an iterative process to do this is proposed and. A case study of an activity reminder calendar called the PhysiCAL explains the process and is used to assess the application. The results show that splitting up the complex network in separate parts, and involve these parts in the LivingLab approach is valuable for evaluating a proposition. Author(s) Brankaert, Rens: Eindhoven University of Technology, Netherlands Den Ouden, Elke: Eindhoven University of Technology, Netherlands

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SESSION 4.6: INNOVATION TEACHING & COACHING 1 (SIG) TUESDAY, 11:00 ‐ 12:30

FACILITATOR: ANNA TRIFILOVA MEETING ROOM 304 3RD FLOOR

Probert, David: University of Cambridge, United Kingdom

STRUCTURING TECHNOLOGY AND INNOVATION MANAGEMENT EXECUTIVE EDUCATION: THE RESEARCH CONTRIBUTION

This paper explores the benefits and challenges of offering executive education courses based on the work of a technology and innovation management research group. Reviewing the 15 years of experience at the Centre for Technology Management at the University of Cambridge, comparisons are made with wider academic experience in the delivery of such courses, and the differing motivations of academic and industrial partners to take part. Positive benefits for all parties are identified, including dissemination of knowledge, access to new methods, informing the research agenda and giving evidence of research impact. Longer term assessment of the value of this activity to industrial participants, and the optimal methods of course delivery, are areas of ongoing work. Author(s) Probert, David: University of Cambridge, United Kingdom Ridgman, Tom: University of Cambridge, United Kingdom

Thorpe, Richard: Leeds University Business School, United Kingdom

INNOVATION DEVELOPMENT: AN ACTION‐LEARNING PROGRAMME FOR MEDICAL SCIENTISTS

This paper reports on a personal development programme that aimed to equip early‐career scientists and engineers with the knowledge, skills and confidence about managing innovation in their professional lives. Based upon an action learning philosophy, the programme introduced participants to the skills needed to critically reflective upon their actual practice of innovation. Such reflections were used both to identify practical innovation project activities, and as a prompt to create the substantive teaching content of the course. The paper discusses the challenges for both students and tutors in realising such an approach to teaching innovation. The paper includes examples of the type of activities tackled by the students and how the programme influenced their own innovation projects. Author(s) Thorpe, Richard: Leeds University Business School, United Kingdom Ellwood, Paul: Leeds University Business School, United Kingdom Roberts, James: Leeds University Business School, United Kingdom Gold, Jeff: Leeds Business School, United Kingdom

Hilbig, Romy: Fraunhofer MOEZ, Germany

INNOVATION MANAGEMENT: TRANSFERRING EUROPEAN TEACHING EXPERIENCE TO TUNISIA

The central idea of this paper is to explore the process of transferring European teaching experience to Tunisia, an emerging economy country in North Africa. It examines the design and delivery options and strategy for not only creating a course but enabling its effective transfer to local universities for delivery and further development. In particular it discusses some of the issues in translating education and training concepts to an emerging economy and configuring to make best use of new technological and pedagogical approaches. Since this was also a collaborative EU‐funded project ‐ fully named as "Development and Implementation of an Accredited Cross‐Universities Innovation Management Master Program in Tunisia" (DICAMP) ‐ the paper also explores some issues in coordinating multi‐contributor projects drawing on diverse cultural backgrounds as well as widely varying areas of expertise. Author(s) Trifilova, Anna: University of Leipzig, Germany Hilbig, Romy: Fraunhofer MOEZ, Germany Bessant, John : University of Exeter, Germany Posselt, Thorsten: Fraunhofer MOEZ, Germany

Santonen, Teemu: Laurea University of Applied Sciences, Finland

FILTERING CUBE ‐ IDENTIFYING HETEROGENEITY DRIVEN INNOVATION POTENTIAL

The knowledge relevant to solve complex problems such as wellbeing challenges requires skills and socio‐technological environments which systematically bring people together with different, complementary and even controversial points of view while forming an innovation community. Grounded on intercultural collaboration, Triple Helix, trans‐disciplinary and cross‐functionality theoretical approaches which are known to foster innovations, we propose open innovation driven filtering cube framework in order to evaluate the diversity of participants and topics within innovation events. By following the constructive action research approach, the usefulness of our suggested construct is tested in context of healthcare and wellbeing innovation event. The observations relating to student reflections of the test event were in‐line with the suggestions of our filtering cube construct and indicted somewhat low level heterogeneity among participants. However, the particular innovation event supported various other skills relating innovation capabilities. Author(s) Santonen, Teemu: Laurea University of Applied Sciences, Finland Saarela, Merja : HAMK University of Applied Sciences, Finland

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SESSION 4.7: ENTREPRENEURSHIP & FINANCE TUESDAY, 11:00 ‐ 12:30

FACILITATOR: ANDREY MARTOVOY VIKTOR JULIUS VON WRIGHT 3½ FLOOR

Frimodig, Lotta: LUT, Finland

SUCCESS FACTORS OF ACCELERATORS IN NEW VENTURE CREATION

Business incubation has been extensively studied. However, less attention has been paid to the acceleration process itself, which is not reported widely in scientific literature. This paper explores accelerators and discovers the preconditions for their success. The research is qualitative and based on semi‐structured or thematic interviews with accelerator founders, accelerator managers, mentors and topic related professionals from Finland, Estonia, Denmark, Germany, the UK and the US. In total there were 18 interviews. Generally it is difficult to name successful accelerators since acceleration is a relatively new phenomenon and success of an accelerator should be measured through the success of startups that is validated in the exit value or IPO. However, this study suggests that preconditions for success are the access to business competence and the ability to transfer it to startup. The dynamics of acceleration organization might be a restricting factor for business knowledge use. Author(s) Frimodig, Lotta: LUT, Finland Torkkeli, Marko: LUT, Finland

Teplov, Roman: Lappeenranta University of Technology, Finland

IMPACT OF NATIONAL INNOVATION SYSTEM ON ENTREPRENEURIAL PROCESS

Nowadays, entrepreneurship and its role in countries economy is a widely discussed topic. Stimulation of entrepreneurship is an important issue for countries policies. In addition to individual's capabilities attitudes and perceptions country's National Innovation System (NIS) also affects on actual firm establishing process. Another important factor is country demographic tendency which in some cases may lead to decrease pool of potential entrepreneurs. Taking into account some limitations of traditional research methods which do not give the full picture of complex system behaviour we propose the system dynamic model for study the process of entrepreneurial venture creation. The results of simulation reveal that well‐developed NIS may to certain extent compensate negative demographic trend. Moreover, in some conditions NIS performance may have even greater importance to the process success than actual entrepreneurial intentions. Author(s) Teplov, Roman: Lappeenranta University of Technology, Finland Kortelainen, Samuli: Lappeenranta University of Technology, Finland

Monto, Sari: Lappeenranta University of Technology, Finland

WORKING CAPITAL MODELS: AVENUES FOR FINANCIAL INNOVATIONS

Business models consist of different pillars or sub‐models. Business models have been mostly discussed in the context of new technology development and innovations management, but in this study we take the perspective of operations efficiency as a key pillar of a business model. The study concentrates on operational working capital models as one sub‐model inside the whole business model. We have detected four different working capital models used in the value chain of the automotive industry: successful optimizing, inventory holding, aim at minimum, and credit granting. Our statistical analyses show that companies which use a successful optimization model are also the most profitable. However, different models could be better acknowledged when managing working capital value chain ‐wide or when developing new financial innovations for working capital finance. Author(s) Monto, Sari: Lappeenranta University of Technology, Finland Lind, Lotta: Lappeenranta University of Technology, Finland Kärri, Timo: Lappeenranta University of Technology, Finland

Ellonen, Hanna‐Kaisa: School of Business, Lappeenranta University of Technology, Finland

THE USE OF EFFECTUAL DECISION‐MAKING LOGIC BY INNOVATIVE MANAGERS

In this paper, we explore the decision‐making logic of innovative managers in the magazine publishing industry. We analyze the decision‐making logics of 35 innovative magazine executives using the theoretical lens of effectuation. The results show that innovative managers balance both effectual and causal logics. Causal thinking is primarily used in financial considerations and in the early stages of the development projects. Later in the process, a more effectual logic is often applied. However, in the units considered the most innovative, effectual thinking seems to dominate in all but financial aspects of the development projects. Also, the results suggest that the traditional, causal logic may actually hinder the innovativeness of the projects by setting organizational expectations on how development projects are planned and run. Author(s) Ellonen, Hanna‐Kaisa: School of Business, Lappeenranta University of Technology, Finland Anette, Johansson: Jönköping International Business School, Sweden Anssi, Tarkiainen: School of Business, Lappeenranta University of Technology, Finland

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SESSION 5.1: INNOVATION ENVIRONMENTS & FUTURE ORIENTATION (SIG) TUESDAY, 14:00 ‐ 15:30

FACILITATOR: TEEMU SANTONEN KARL LINDAHL 1½ FLOOR

Boman, Magnus: SICS, Sweden

THE EIT ICT LABS INNOVATION RADAR AS NETWORKED FORESIGHT INSTRUMENT

Results from an in‐depth study of networked foresighting are presented, and the added value for the nodes in the network forming the organization under study analyzed. The network's nodes use the results to a very high degree for data collection and activity initiation. Benefits include new insights and outside opinions from a trusted network. Foresighting results are used less for sensitive aspects such as guidance for strategy, decision‐making and fundamental organizational issues such as path‐dependency. Here, the results were found to be too general and not applicable to needs. The network itself benefits from foresight in most known ways, i.e. for triggering responses, starting and facilitating strategic discussions and change, identifying needed resources, and several secondary uses. New aspects valid for the network itself but less for its nodes were identified. Author(s) Heger, Tobias: University Potsdam, Germany Boman, Magnus: SICS, Sweden

Onuma, Masaya: Seikei University, Japan

A RECONSIDERATION OF THE CO‐EXISTENCE OF INCUMBENT AND NEW TECHNOLOGIES

This study examines the mechanism for the long‐term co‐existence of incumbent and new technologies. Research on organizations that remain committed to an incumbent technology after new technology emerges has suggested that the strategy of technology compartmentalization benefits the organization and described the means of achieving compartmentalization. However, the positioning of technologies in separate markets seems to occur not only through decisions of the actors who intend to maintain the incumbent technology but also through the strategic intentions of the organizations that develop new technology and user evaluations of the technologies. Therefore, this study investigates these actors and proposes a model suggesting that technology co‐existence derives from the interaction between technological trajectories and evaluations that shape the evolution and use of technologies. Author(s) Onuma, Masaya: Seikei University, Japan

Dufva, Mikko: VTT Technical Research Centre of Finland, Finland

BUILDING ORGANISATIONAL FUTURE ORIENTATION: EXAMPLE FROM RESEARCH AND TECHNOLOGY ORGANISATION

Foresight is used increasingly in organisations to identify and anticipate changes in the operational environment. The work on organisational future orientation has focused mainly on the organisational level and not on the different motivations towards foresight. However, the organisation as a whole, projects within the organisation and individual members of the organisation have different goals and requirements when it comes to foresight. We explore these motivations and give examples from two activities of VTT foresight network on how to respond to them. We argue that in order to integrate foresight into the daily activities of the organisation, it needs to be useful on organisational, project and individual levels and take into account different attitudes and definitions of foresight. Author(s) Dufva, Mikko: VTT Technical Research Centre of Finland, Finland Myllyoja, Jouko: VTT Technical Research Centre of Finland, Finland Ahlqvist, Toni: VTT Technical Research Centre of Finland, Finland

Erickson, Scott: Ithaca College, USA

COMPETITIVE INTELLIGENCE THREATS AND INNOVATION ENVIRONMENTS

Success in developing knowledge assets can be an important indicator of an innovative firm. The process of measuring knowledge stocks (intellectual capital), developing these knowledge assets (knowledge management), and then protecting them (competitive intelligence) is a relatively unexplored field from a strategy perspective. This paper looks specifically at industries with a high degree of knowledge development, then divides them into a group with heavy competitive intelligence activity to be compared with another group with virtually none. Potential explanations can be found in a closer look at the nature of knowledge in these industries and their resident firms. Further understanding can come from a deeper analysis of how knowledge is developed and protected in specific industries. Author(s) Erickson, Scott: Ithaca College, USA Rothberg, Helen : Marist College, USA

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SESSION 5.2: SUSTAINABILITY / SOCIAL INNOVATION TUESDAY, 14:00 ‐ 15:30

FACILITATOR: IRINA FIEGENBAUM JUHO RISSANEN 1½ FLOOR

Trifilova, Anna: University of Leipzig, Germany

GROWING IN CHINA: CHALLENGES OF SUSTAINABILITY‐LED INNOVATIONS

Sustainability represents arguably the biggest challenge for innovation in global business but whilst the rhetoric is strong there is less evidence about how to enable the development and implementation of relevant solutions. The difficulties lie both in identifying and deploying relevant technologies and also in business models changing organisations' approaches. This paper reports on the experience of seven large organizations (Nokia Siemens Networks, Sony, Tetrapak, Lafarge, Volvo, Fairmont Hotels, HP) and, specifically, their efforts to introduce sustainability‐led innovation (SLI) in China. China serves as a key learning laboratory since there is extensive economic growth and thus both the pressures for change and the opportunities to experiment with new approaches are available. We study large multinationals and it also provides an opportunity to look at the extent to which core‐periphery processes shape the innovation agenda. Particularly, how far Chinese subsidiaries are taking headquarters' policy and modifying it to suit local circumstances? Author(s) Trifilova, Anna: University of Leipzig, Germany Fu, Jia; Bessant, John; Gosling, Jonathan; Witzel, Morgen : University of Exeter, United Kingdom

Oliveira, Bruno: Natura, Brazil Hashiba, Luciana: Natura, Brazil

OPEN INNOVATION STRATEGY AS A TOOL FOR AMAZONIA SUSTAINABLE GROWTH

Most companies seek innovation models that allow the generation of economic, environmental and social results. Natura a Brazilian cosmetics, fragrances, and personal hygiene company shares in this work its experience on the implementation of a collaborative open innovation strategy in order to create an innovative environment through the establishment of partnerships with external organizations; the creation of a center for innovation and the establishment of processes for collaboration, particularly for research and development projects that foster Amazonia´s sustainable growth. Presenting Natura´s strategy for sustainable development, introducing Amazonia´s social and environmental, this article describes the implementation of actions that indicates that open innovation strategy is a promising model to foster Amazonia´s sustainable growth. This article discusses on how a company can contribute to the regional development and indicates that open innovation is a promising choice for sustainable growth of business and Amazonia. Author(s) Oliveira, Bruno; Tadeu Siqueira Jorge, Adriano; Hashiba, Luciana; Costa, Iguatemi; Garnica, Leonardo; Tarabal, Fabiana: Natura, Brazil

Wang, Owen Yao Ter: Dept. of MIS, NCCU, Taiwan

SOCIAL INNOVATION: EMBA‐NPO

Social Entrepreneurship and innovation: EMBA‐NPO This study reports the initiation, institutionalization, and impact of an EMBA‐NPO social innovation. With a calling to do some common social good at a new EMBA student orientation, an EMBA‐NPO was established to revive a dying rice farm village. Based on this social innovation venture, a "LERP to PEARL" model was proposed to run a loosely organized yet sustainable non‐profit organization. At the triggering stage, leadership, execution, resources, and partners (LERP) are essential to achieve initial successful social transformation. Once the first stage transformation is achieved, the second stage of self‐organization needs to be launched for lasting results. At the self‐organizing stage, partners, execution, activation, resources, and leadership (PEARL) are required for continuous success. This study generates five propositions and the paper concludes with a discussion of the implications. Author(s) Wang, Owen Yao Ter: Dept. of MIS, NCCU, Taiwan Lin, Carol: B.A. Dept. NCCU, Taiwan

Kune, Hank: Educore, Netherlands Pirttivaara, Mika: Aalto University School of Business CKIR, Finland

PROTOTYPING SOCIETAL INNOVATION: LEARNING FROM 3 YEARS OF ACSI

ACSI ‐ the Aalto Camp for Societal Innovation ‐ is an international activity where multi‐cultural groups address real societal issues in a self‐organizing work process within a structured framework. Begun in Finland 2010, it has brought more than 300 people together to address diverse challenges. A central issue of ACSI is how to establish and maintain an innovation‐enabling environment which stimulates people to rethink and reframe assumptions about problems and solutions, come to a new understanding of the issues they face, and prototype promising ideas for achieving societal innovation in a hands‐on action learning environment. Societal innovation ‐ which cuts across specific target groups to achieve broader systemic change in society as a whole ‐ is difficult to achieve, and the ACSI methodology has continued to evolve in search of effective ways to support this. This presentation describes what we have learned. Author(s) Kune, Hank: Educore, Netherlands Pirttivaara, Mika: Aalto University School of Business CKIR, Finland

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SESSION 5.3: MANAGING COLLABORATION II TUESDAY, 14:00 ‐ 15:30

FACILITATOR: JUSTYNA DABROWSKA TARJA HALONEN 1½ FLOOR

Enninga, Tanja: Hogeschool Utrecht, University of Applied Sciences, Netherlands

DIFFERENT ROLES OF STORYTELLING AND STORYMAKING DURING THE INNOVATION JOURNEY

The innovation project leader has a challenging job. Innovation leaders need to have almost schizophrenic qualities to manage the innovation journey. The journey could be seen as four intertwined processes, with different levels of complexity, and sometimes conflicting values or competing interests. In recent years the role of narratives in leadership have gained attention as a tool of management. However, little is known how narratives could be used in leading the innovation process. In this paper we describe an exploratory case study about the use of stories during the development process of a new product. We found a richness of narratives. We discuss both the story‐telling and the story‐making and how this affected the innovation journey. Author(s) Enninga, Tanja: Hogeschool Utrecht, University of Applied Sciences, Netherlands van der Lugt, Remko: Hogeschool Utrecht, University of Applied Sciences, Netherlands

Eskelinen, Sanna: Nokia, Finland

SOCIAL INNOVATION ‐ CASE NOKIA DATA GATHERING.

Information communication technology can play an important role in better enabling and driving social change. However, this can be achieved only through collaborative social innovation and requires businesses that exist to create value from proprietary assets to shift towards highly collaborative business that generates value collaboratively and relies on open innovation. Nokia Data Gathering is one of Nokia's corporate social investment projects that is based on open model and joint value creation on top of and around the initial investment. It was created to reveal the positive impact that mobile technology can bring to society. Further it was a case study with an objective to identify a model that can take such a technology to scale in financially viable way, serve customers beyond capability of any single company, and find a model of operation that enables the ongoing growth and innovation of the system. Author(s) Eskelinen, Sanna: Nokia, Finland

Pihlajamaa, Matti: Aalto University, Finland

ORGANIZATIONAL ANTECEDENTS OF RADICAL INNOVATION AND NOT‐INVENTED‐HERE SYNDROME

Radical innovations are considered important for the long‐term success of firms in dynamic industries but incumbent firms face major difficulties in managing them. The development of radical innovations often benefits from the utilization of ideas from external sources. Firms however tend to suffer from not‐invented‐here syndrome which reduces the benefits from external ideas. This study presents two radical innovation projects developed by an incumbent firm operating in the construction industry. The first project is based on an internally created idea while the second project has an external source. The study identifies the emergence of promoters, opportunities for informal knowledge exchange, compatibility with existing business models and technologies, tolerance for uncertainty and risk, organizational confidence and attitude towards failure as organizational antecedents of radical innovation. Poor connections between inventor and the firm, lack of openness and transparency and incompatible ideas are shown to explain the not‐invented‐here syndrome. Author(s) Patana, Anne‐Sisko: Aalto University, Finland Pihlajamaa, Matti: Aalto University, Finland Vanharanta, Outi: Aalto University, Finland Pihlajamaa, Jussi: Aalto University, Finland

Honkela (ex Janasik), Nina: University of Helsinki, Finland

CURBING UNRULY OBJECTS: THE CHALLENGE OF PROBIOTIC INNOVATION TO REGULATION

A number of uncertainties confront innovators wishing to launch functional food in the European Union today. A key source of regulatory uncertainty is the implementation of EU regulation on health claims in 2012, which requires innovators to prove the effect of the functional ingredient without allowing the standard method for doing so. Drawing on the literatures on regulatory uncertainty and knowledge networking, and by using the probiotic innovation Gefilus® as a case study, the paper proposes a solution to this dilemma. As our innovation biography shows, not only has a similar situation arisen before, it has also been successfully resolved by a specific combination of response strategy and knowledge networking mode. We argue that these lessons can be useful also when trying to solve current conflicts at the EU level. Author(s) Honkela (ex Janasik), Nina: University of Helsinki, Finland Niva, Mari: National Consumer Research Centre, Finland Yli‐Kauhaluoma, Sari: Aalto University, Finland

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FACILITATOR: ANNE‐KATRIN NEYER MEETING ROOM 302 3RD FLOOR

Monnier, Bernard: Monnier Innovation Management, France

FROM RESEARCH TO INNOVATION BY THE R2B CONCEPT

Research studies could be great resources to promote innovation but the problem is: how to integrate academic research outputs in future innovative products? Innovation means the process that transforms ideas into commercial value; Research is at the upstream phase of Innovation. Researchers are not aware about business innovation. Therefore, talking about innovation in research could not appears as relevant, but companies have no choice for tomorrow: innovate or die ! in this context, what is more important than research outcomes for creating high added value for customers? Research could bring a disruptive innovation, we have to facilitate the use of outcomes from studies for business needs. The problems are: what means Innovation in Research? How to manage that? Author(s) Monnier, Bernard: Monnier Innovation Management, France

McMillan, Steve: Penn State Abington, USA

EXPLORATION AND EXPLOITATION IN SCIENCE: THEIR IMPACT ON S&T OUTCOMES

Since March's 1991 seminal article, exploration and exploitation have been extensively studied in the areas of organizational learning, strategic renewal, and technological innovation (Li, et al., 2008). In fact, a check of Google Scholar as of 12/30/2012 found that his 1991 article had been cited 9.669 times. However, much of the research has focused on exploration as science‐based and exploitation as technology‐based. This current research effort utilises a unique database to examine the phenomena only in the science arena. The results are that exploration efforts lead to science outcomes, exploitation efforts are negatively associated with scientific outcomes, and both exploration and exploitation efforts have a positive impact on technological outcomes. The managerial implications of these findings are discussed. Author(s) McMillan, Steve: Penn State Abington, USA

Grillea, Valentina: MFG Baden‐Württemberg, Germany

A SUSTAINABLE PATH FROM RESEARCH TO ENTREPRENEURSHIP

The problem addressed in the paper is the transaction from Science to Business and in more the detail the difficulties met by regional and international players in approaching the business sectors. With the scope to stimulate this transaction several methods to engage players along the innovation chain will be showed. MFG Baden‐Württemberg stimulates technology transfer and open innovation involving young talents, students, start‐ups and SMEs and giving them access to funding, contacts, mentoring support and business opportunities, through the path of our innovation chain. To conclude, some consideration on the elements needed to make this kind of innovation process sustainable is also envisaged as well as a reflection on successful initiatives implemented with the support of the Central Europe Project ‐ FORT (Fostering continuous research and technology application), which boosts open innovation and transnational cooperation approaches. Author(s) Grillea, Valentina: MFG Baden‐Württemberg, Germany

Fitzmaurice, Leona: The UAB Research Foundation, USA

CREATING AN INSTITUTE FOR INNOVATION AND ENTREPRENEURSHIP

This presentation will describe ongoing effots involving the University of Alabama at Birmingham (UAB) and the community in which it resides as representatives of these entities work together to create an institute to stimulate, foster, and support innovation and entrepreneurship. UAB's new Institute for Innovation and Entrepreneurship is being created to provide better management and utilization of UAB's assets and resources with a primary goal being enhanced economic development. By creating and implementing business‐friendly policies and procedures, the Institute intends to facilitate productive interactions with commercial entities and support the creation and growth of start‐up companies. Benchmarks for success or failure of these efforts will be discussed, and a brief history of economic growth in the community and region will be presented to place these benchmarks in context. The author will seek to relate UAB's ongoing efforts to similar situations in emerging economies. Author(s) Fitzmaurice, Leona: The UAB Research Foundation, USA

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SESSION 5.5: SERVICE INNOVATION 1 TUESDAY, 14:00 ‐ 15:30

FACILITATOR: DIETER DE SMET MEETING ROOM 303 3RD FLOOR

Sindakis, Stavros: Bangkok University ‐ IKI SEA, Thailand

CUSTOMER‐ORIENTED NEW SERVICE DEVELOPMENT IN THE GREEK MENTAL HEALTH SECTOR

The paper develops a framework that investigates and explores the level of patient involvement required for successful new service development and how these new services could aid the case organisation with establishment and growth in the sector of mental health hospitals. This study aims to explore the company's deficiencies and to provide a new insight into the identification of entrepreneurial opportunities through customer oriented new service development. Three qualitative research sections were applied to address the research questions. The key findings show that health care organisations must adopt service innovation strategies that will allow them the ability to identify entrepreneurial opportunities. Additionally, the results illustrate the actual picture of the mental health services provision within the organisation, along with the techniques that should be adopted to develop and implement customised offerings for customers. Author(s) Sindakis, Stavros: Bangkok University ‐ IKI SEA, Thailand

Dodourova, Mariana: University of Hertfordshire, United Kingdom

INNOVATIONS FOR A CIRCULAR ECONOMY EXPLORING THE CONCEPT OF PSS

This paper explores the potential implementation of Product Service Systems (PSS) ‐ a sustainable business model based on integrated products and services, and driven by innovation. The concept implies a holistic approach to innovation whereby actors from different industries join efforts in innovation for sustainability by establishing collaborative networks. However, it has been well‐documented that most innovation‐related collaborations actually fail to achieve their goals regardless of the mode of collaboration. Through interviews with actors willing to adopt the model, this study identifies a number of challenges that prevent a rapid wider adoption of the model as well as opportunities that may motivate actors to deal with the challenges. Key findings relate to the critical role that innovation, legislation and tools for long‐term performance measurement have to play in implementing integrative system for sustainability. Author(s) Catulli, Maurizio: University of Hertfordshire, United Kingdom Dodourova, Mariana: University of Hertfordshire, United Kingdom

Tanev, Stoyan: University of Southern Denmark, Denmark

PRODUCT‐ENABLED SERVICES' POTENTIAL FOR SUSTAINABLE GROWTH: AN EMPIRICAL STUDY

Many firms have become aware of the potential value of hybrid value offerings and have tried to develop the necessary resources and capabilities to pursue product‐service hybridization strategies. The challenges associated with the design and implementation of such strategies helped the emergence of a product‐service research domain. However, there is a need for more empirical studies focusing on the specific types of add‐on value associated with hybrid value offerings. This paper suggests and applies a methodologically innovative way to examine the value dimensions of services in product‐driven firms with substantial investments in R&D activities. It uses web search techniques and data available on the websites of product‐driven firms listed as part of the top 100 R&D spenders in Canada. Three main service value dimensions were found: i) Customer value based on product individualization, personalization and customization; ii) service‐added value based on higher quality and customer satisfaction; iii) profitability. Author(s) Ansevics, Edgars: University of Southern Denmark, Denmark Iversen, Thomas: University of Southern Denmark, Denmark Tanev, Stoyan: University of Southern Denmark, Denmark Liotta, Giacomo: University of Southern Denmark, Denmark

Vidou, Géraldine: Centre de Recherche Public Henri Tudor, Luxembourg

THE SERVICE BRICK ROAD: A TOOL SUPPORTING RAPID SERVICE PROTOTYPING

One of the main results of the Innoserv project is the proposition of a global framework supporting rapid prototyping of a service. This framework has been designed through an iterative process, based on literature review, and on‐field experiments. The proposed model, called "Service value pathway", aimed at supporting the collaborator in the different steps of service design process. The "service value pathway" allows defining a service throughout the different phases of ideation process, i.e. idea generation, idea maturation and finally concept evaluation. The model is structured around 6 dimensions to address when designing a service, namely synopsis, context, resources, target, service system and innovativeness and sustainability. For each of these dimensions, except the synopsis, 3 maturity levels are proposed to guide the collaborator in the progressive maturation of the service. The service value pathway can be perceived as reference model to define, collaboratively mature and finally assess a service idea. Author(s) Vidou, Géraldine: Centre de Recherche Public Henri Tudor, Luxembourg Johannsen, Laurence: Centre de recherche Public Henri Tudor, Luxembourg

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SESSION 5.7: TECHNOLOGY & INNOVATION 1 TUESDAY, 14:00 ‐ 15:30

FACILITATOR: MICHAEL DELL VIKTOR JULIUS VON WRIGHT 3½ FLOOR

Mahajan, Aarti: Ghent University, Belgium

TECHNOLOGICAL RESOURCE BRICOLAGE IN FIRMS USING OPEN SOURCE SOFTWARE

Technological resources have been an important source of innovation in companies. They play a key role in the development of new products/services. However, the upfront investment in technical resources to enable these new product/service developments can be quite high. Therefore, managers typically ask for well elaborated business cases before any investments are made. These business cases rely on market research to back up their assumptions rather than in‐market testing. We argue that the advent of open source software (OSS) creates an opportunity space for companies to build prototypes at low cost and test their ideas in the market. Little is known about how OSS plays a role in allowing these firms to enhance product development. Using qualitative case studies, the paper sheds light on how OSS acts as a bricolage mechanism‐ a term meaning "making do with what is at hand" ‐ for value creation in the ICT services industry Author(s) Mahajan, Aarti: Ghent University, Belgium Clarysse, Bart: Ghent University, Belgium

Laaperi, Antti: LUT, Finland

CHALLENGES IN INNOVATION MANAGEMENT IN MOBILE PHONE BUSINESS

This case study is analyzing the innovation management challenges in Nokia during 1990's and 2000's. Nokia became the undisputed market leader in mobile phones and in smartphone business during 2000's, but lost the position in smartphones at the end of 2000's to Apple and Google. The smartphone platform Symbian lost the competiveness. The case study will go through innovation management challenges in R&D through the paradigm shifts in cellular telecommunication systems, introduction of mobile Internet, changing R&D mode from product centric to platform centric and finally to face ecosystems to become the measures of competiveness. Patents are one important measure from successful innovations. Patent filings have been reviewed from Nokia perspective, but also comparing patent portfolios between smartphone competitors. Innovation terminology is reviewed in order to have proper framework for the study. Author(s) Laaperi, Antti: LUT, Finland

Kortelainen, Samuli: Lappeenranta University of Technology, Finland

TECHNOLOGY PORTFOLIO DYNAMICS

Innovations are a significant potential source of competitive advantage for firms. They are also a major source of dynamics and they force firms to adapt. In this study we analyze how firms manage their technological portfolio. Our first finding is that firms in mobile phone industry have different types of technology portfolios. Then we identify that most firms change their technology portfolio over time. And finally we conclude find that firms in mobile phone industry have different levels of dynamics where some firms are more dynamic than others. This research identifies new challenges in dynamic capabilities research related to the appropriate level of dynamics. This information is crucial in practice in order to correctly manage the firm's dynamic processes. Author(s) Kortelainen, Samuli: Lappeenranta University of Technology, Finland Kutvonen, Antero: Lappeenranta University of Technology, Finland Lättilä, Lauri: Lappeenranta University of Technology, Finland

Lüttgens, Dirk: RWTH Aachen University, Germany

A MORE HOLISTIC PERSPECTIVE ON CORPORATE TECHNOLOGICAL PORTFOLIO PLANNING

Previously literature on technology management and energy generation considered the technology‐portfolio approach as well as the portfolio theory by Markowitz as independent entities, both of them restricted by different assumptions. The transfer of portfolio theory from the financial market to the energy sector is reasonable as the energy market has substantial analogies to the investment market for securities. As investors prefer low‐risk conditions the risk of each investment property and their correlation with each other plays a vital role. Other technology management portfolio techniques have neglected that (investment, technological and ecological) risk of different power plant technologies may be correlated positively or negatively. In exchange, those approaches include more aspects than just risk to derive management recommendations. Through merging both portfolio approaches, we generate a more holistic framework for technology‐portfolio management. Author(s) Lüttgens, Dirk: RWTH Aachen University, Germany Antons, David: RWTH Aachen University, Germany

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SESSION 6.1: CROWDSOURCING AND USER INVOLVEMENT TUESDAY, 16:00 ‐ 17:30

FACILITATOR: KEVIN MCFARTHING KARL LINDAHL 1½ FLOOR

Ooi, Yat Ming: The University of Auckland Business School, New Zealand

UNPACKING STICKINESS ‐UNDERSTANDING ISSUES ASSOCIATED WITH ACCESSING/IMPLEMENTING USER KNOWLEDGE

User innovation is a potentially useful source of knowledge for firms because of the need‐related knowledge users possess. Anecdotal examples indicate the usefulness and relevance of user innovations in generating innovative outcomes. Existing and emerging user innovation literature examines the forms, determinants, methods, tools, and processes needed to engage users in the innovation process. Less attention is allocated to examine the types and characteristics of user inputs. In this paper, we systematically review user innovation literature, with the aim of categorising the types and characteristics of user inputs. Users provide novel ideas and prototypes, feedback on product features, and information on unarticulated needs to firms. User knowledge has varying degree of tacitness, affecting the level of stickiness and transferability. Explicating user knowledge characteristics increases our understanding of the knowledge stickiness and knowledge management issues associated with accessing and transferring user knowledge. Author(s) Ooi, Yat Ming: The University of Auckland Business School, New Zealand Husted, Kenneth: The University of Auckland Business School, New Zealand

De Smet, Dieter: CRP Henri Tudor, Luxembourg

INVOLVING CUSTOMERS: THE ACQUISITION CAPABILITY OF KNOWLEDGE INTENSIVE COMPANIES

Customers are providers of innovation‐related knowledge for new service developments. Absorptive capacity plays an important role in identifying and using this knowledge. This research focuses on a specific component of absorptive capacity, the acquisition capability. Within the context of knowledge intensive financial services, the influences of structural and policy mechanisms on this capability will be explored, and its possible contributions to the co‐creation of new services. We adopted a qualitative research design to improve our understanding of this capability, which has not been researched extensively. The executives' emerging attention to intrapreneurship and the creation of dedicated innovation departments within financial services companies favours the development of its acquisition capability, whilst supporting the successful co‐creation of new financial services. The innovation process was found to be less formalized, contrary to expectations. These elements illustrate the underlying organisational learning, in a context where only recently, customer involvement was found to be uncommon. Author(s) De Smet, Dieter: CRP Henri Tudor, Luxembourg Torkkeli, Marko: Lappeenranta University of Technology, Finland Mention, Anne‐Laure: CRP Henri Tudor, Luxembourg

Jussila, Jari: Tampere University of Technology, Finland

SOCIAL MEDIA ROLES IN CROWDSOURCING INNOVATION TASKS IN B2B‐ RELATIONSHIPS

Social media and crowdsourcing are increasingly important means of involving different actors from outside the company borders, as well as their expertise, knowledge and other resources in the development of new innovations. Research on the use of social media in innovation of B2B companies has been carried out only quite recently, and is yet little understood. The goal of this exploratory study is to understand the significance and the various roles and functions of social media in crowdsourcing, especially in crowdsourcing innovation‐ related tasks in B2B relationships. A three‐phase netnographic approach, including literature review, participant observation and case analysis, was used to identify crowdsourcing platforms that have been utilized in B2B context, as well as concrete company cases targeted for B2B innovation development, and to develop understanding on what was crowdsourced, and what was the role of social media in crowdsourcing carried out by companies. Author(s) Jussila, Jari: Tampere University of Technology, Finland Kärkkäinen, Hannu: Tampere University of Technology, Finland Multasuo, Jani: Tampere University of Technology, Finland

Rajala, Risto: Aalto University, Finland

MANAGING USER INNOVATION THROUGH CROWDSOURCING IN ONLINE USER COMMUNITIES

This study aims at discovering how companies collect and use the knowledge resident in online user communities for innovation. In particular, it focuses on the ways companies can utilise crowdsourcing to acquire knowledge from the users. We use a single case study design to explore users' motives and behaviors in crowdsourcing. Moreover, we investigate the management practices that support the use of crowdsourcing in user innovation. The paper addresses the key processes of user innovation management and their challenges from the knowledge management perspective. Our empirical inquiry increases the understanding of how high‐tech innovators can effectively acquire, manage and utilise the relevant knowledge and benefit from online communities. The findings contribute to the body of innovation management literature. Author(s) Westerlund, Mika: Carleton University, Canada Rajala, Risto: Aalto University, Finland Hares, Jukka‐Pekka: Aalto University, Finland

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SESSION 6.2: GREEN INNOVATION TUESDAY, 16:00 ‐ 17:30

FACILITATOR: JEFF HOVIS JUHO RISSANEN 1½ FLOOR

Rhisiart, Martin: University of South Wales, United Kingdom

STRATEGIC FRAMEWORK AND KNOWLEDGE EXCHANGE PLATFORM FOR ECO‐INNOVATION

Eco‐innovation is widely perceived as a key component of shifting towards sustainable growth models. Fostering eco‐innovation has certain challenges. One of the key challenges ‐ which is insufficiently explored and understood ‐ is the development of an eco‐system approach to eco‐innovation. The presentation outlines the emerging results from a trans‐national European project (Eco‐Innova) that has developed a regional eco‐innovation framework and implemented an eco‐innovation knowledge exchange platform (currently in beta version). The presentation draws on the research and experiences of the project ‐ a consortium that consists of partners from four countries: the UK, France, Spain and Portugal. The platform is designed to facilitate knowledge exchange between a range of actors (firms, intermediaries, Universities etc), and is structured around the themes of ideas and projects, financing, business cooperation, skills and staffing. The presentation will analyse the critical issues in the creation of an innovation platform dedicated to eco‐innovation. Author(s) Rhisiart, Martin: University of South Wales, United Kingdom

Lampikoski, Tommi: Aalto University, USA

ROLE OF NETWORKS IN GREEN INNOVATION IN RESOURCE INTENSIVE BUSINESSES

This research investigates the role and value creation logic of collaborative networks in green innovation. There is scarce academic research on the types and role of the green innovation networks. The study addresses this research gap by examining the value creation logics and managerial capabilities required in managing green innovation networks. The research draws on 40 managerial interviews in the US, focusing on senior managers responsible for sustainability and innovation activities. This research evaluates differing value creation logics of green networks in three corporate cases and concludes by identifying four distinctive green innovation games. By understanding the basic rules and fundamentals of these games, managers responsible for green innovation can build and master new managerial capabilities required in networked innovation. Author(s) Lampikoski, Tommi: Aalto University, USA Möller, Kristian: Aalto University, Finland

Mattes, Katharina: Fraunhofer Institute for Systems and Innovation Research ISI, Germany

ADOPTION OF RENEWABLE ENERGY TECHNOLOGIES: DETERMINANTS WITHIN THE MANUFACTURING INDUSTRY

The aim of this project is to analyze the diffusion of renewable energy technologies (RET) in the manufacturing sector and the factors that influence the adoption of such technologies by using data from 1,594 German manufacturing firms. Our analysis shows that 18 % of the companies use RET for electricity generation and more than 8 % for heat generation. It was surveyed that the factors representing the firm characteristics such as liquidity and position in the value chain as well as the factors representing the availability of resources, e. g. solar radiation and biogenic waste, significantly influence the adoption decision for RET. However, differences in the adoption decision between both technologies regarding the availability of resources were assessed. Moreover, the impact of different drivers and barriers on the adoption decision, such as the political framework, rising energy prices and high investments, were analyzed. Author(s) Mattes, Katharina: Fraunhofer Institute for Systems and Innovation Research ISI, Germany Weißfloch, Ute: Fraunhofer Institute for Systems and Innovation Research ISI, Germany Jäger, Angela: Fraunhofer Institute for Systems and Innovation Research ISI, Germany Müller, Simon: Fraunhofer Institute for Systems and Innovation Research ISI, Germany

Golovatchev, Julius: Detecon International GmbH / Deutsche Telekom Group, Germany

CONCEPTUAL MODEL FOR DESIGN AND MANAGEMENT SMART ENERGY PRODUCTS

The utility sector is undergoing a dramatic change. New technologies and regulatory pressure change the business models of the utility companies beginning with power generation and ending with energy retailing on the global markets. As a consequence new products ‐ product‐service‐systems (PSS) ‐ have to result from a new kind of product development techniques and new kinds of collaboration e.g. with telecommunications companies. The basis to make that happen is a comprehensive description of the new Smart Energy products, which enables the different parties for an efficient collaboration. In this paper a conceptual model of development and management Smart Energy Products will be described and shown how this model could help to gain competitive advantage for energy service providers. Author(s) Golovatchev, Julius: Detecon International GmbH / Deutsche Telekom Group, Germany Budde, Oliver : SAP Deutschland, Germany

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SESSION 6.3: OPEN INNOVATION I TUESDAY, 16:00 ‐ 17:30

FACILITATOR: URS DAELLENBACH TARJA HALONEN 1½ FLOOR

Pulkka, Lauri: Aalto University, Finland

SERVICE‐DOMINANT INNOVATION IN A REC SECTOR OPEN INNOVATION NETWORK

Strategic centres for Science, Technology and Innovation (SHOKs) are public‐private partnerships established to foster university‐industry cooperation and innovation in selected industry clusters. They are organized as limited companies, whose shareholders are companies, research institutes and other relevant organizations in the respective cluster. This paper focuses on RYM, the SHOK for the real estate and construction sector. Based on an analysis of a survey of the shareholders of RYM, variation in the development activities and processes of individual organizations is explored. The main findings are that great variation exists, from very to non‐innovative, but that the development activities in the majority of shareholder organizations fall short of the ambitious, transformative targets of RYM. The results may have implications for RYM as they establish new programs as well as for funding organization. Author(s) Pulkka, Lauri: Aalto University, Finland Sivunen, Matti: Aalto University, Finland Kajander, Juho‐Kusti: Aalto University, Finland Heinonen, Jukka: Aalto University, Finland Junnila, Seppo: Aalto University, Finland

Lorentz, Romain: EBInnov, Ecole de Biologie Industrielle and LCPI, Arts et Métiers ParisTech, France

OPEN INNOVATION PRACTICES IN THE BIO‐INDUSTRIAL SECTORS

The current debate on open innovation needs to be enriched by studies highlighting the role of innovation intermediaries at the new product development level. Based on a concrete case study, this paper investigates the performance of two open innovation practices employed in the bio‐industrial sectors. Indeed, these industries are facing a dramatic decrease in new bio‐products discovery. Thus, the performance of a classical consulting office work and an open innovation platform strategy were compared following three criteria: the relevance, the efficiency and the effectiveness. The specificities of each strategy were pointed out to better understand their added value. On a practical aspect, this study aims to provide guidelines for practitioners eager to valorise their innovative projects through open innovation strategies. Author(s) Lorentz, Romain: EBInnov, Ecole de Biologie Industrielle and LCPI, Arts et Métiers ParisTech, France Pensé‐Lheritier, Anne‐Marie: EBInnov, Ecole de Biologie Industrielle, France Aoussat, Améziane: Laboratoire Conception de Produits et Innovation, Arts et Métiers ParisTech, France

Cheng, Colin: Yuan Ze University, Taiwan

THE ROLE OF CREATIVE CLIMATE IN OPEN INNOVATION EFFECTIVENESS

This study focuses on two research questions: (1) Does creative climate increase the performance of open innovation activities? and (2) The performance of which kind of open innovation activities (outside‐in, inside‐out, coupled activities) is most strongly influenced by creative climate? The empirical results suggest that creative climate significantly and positively moderates the effects of outside‐in, inside‐out, and coupled activities on innovation performance. The strongest moderation effect is found for inside‐out open innovation activities.The results imply that the expected pay off of opening innovation activities is larger for firms with a strong creative climate environment. This is particularly encouraging for managers who intend to improve the performance of inside‐out open innovation activities because a creative climate can improve for its effectiveness. Author(s) Cheng, Colin: Yuan Ze University, Taiwan Huizingh, Eelko: University of Groningen, Netherlands

Lefebvre, Virginie: Ghent University, Belgium

ROLE OF NETWORK COMPETENCE AND TOP MANAGEMENT IN OPEN INNOVATION

Drawing on a database of 296 food SMEs, we investigated the impact of network competence ‐ defined as the firm's ability to establish and use relationships with other organizations ‐ and top management support on the firm's openness for innovation. Openness was measured in terms of three dimensions: ambidexterity that is the number of new versus existing partners, breadth that is the number of external sources that the firm relies upon in its innovative activities, and depth that is the extent to which the firm uses these different sources. Not only the results show that both network competence and top management support is positively related to openness, but they also indicate an indirect relation between top management support and openness through network competence. Our study is thus in line with previous research that have highlighted the importance of developing a capability‐based understanding of openness. Author(s) Lefebvre, Virginie: Ghent University, Belgium Gellynck, Xavier: Ghent University, Belgium

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SESSION 6.4: INTERNATIONAL SOLUTIONS TUESDAY, 16:00 ‐ 17:30


Still, Kaisa: VTT Technical Research Centre of Finland, Finland

NETWORKS OF INNOVATION RELATIONSHIPS: MULTISCOPIC VIEWS ON FINLAND

In this study, we present a solution for describing and visualizing networks of innovation relationships in the context of a single nation, in this case Finland. We resolve the limitations of separate datasets by building multiscopic views into networks of innovation relationships, using separate datasets as well as an aggregated dataset that federates them. We proceed to support the interpretation of these visualizations explaining context with network metrics as well as other descriptions. Our approach allows examining the relationships needed for value co‐creation at various levels of the ecosystem as well as between those levels, providing novel possibilities for network orchestration and innovation management. Our practical suggestions include active communication and data sharing using a wide variety of media, and utilizing network views for targeted actions as well as for creating shared understanding and vision. Author(s) Still, Kaisa: VTT Technical Research Centre of Finland, Finland Huhtamäki, Jukka: Tampere University of Technology, IISLab, Finland Russell, Martha G.: MediaX, Stanford, USA Basole, Rahul C.: Tannenbaum Institute, Georgia Tech, USA Salonen, Jaakko: Tampere University of Technology, IISLab, Finland Rubens, Neil: University of Electro‐Communications, Japan

Blache, Robert: University of Auckland, New Zealand

A NATIONAL INNOVATION NETWORK IN NEW ZEALAND: THE MATERIALS ACCELERATOR

We present a practitioner report about a national innovation network in New Zealand: the Materials Accelerator. Hosted by the University of Auckland, the network including 7 other research institutions in New Zealand was established in 2009 to develop transformational multi‐material products through collaborative R&D partnerships with innovative companies across New Zealand's High‐Value Manufacturing Sector. Based on a 'Market‐Pull' approach that matches the company's market needs with network capabilities in a 'Joint‐Technology‐Planning' process we have developed and applied a framework to integrate market‐led designs and design oriented thinking into research and development processes. Facilitated by a dedicated Project Manager this was found to be helpful for closing the cultural gap between researchers and companies. Establishing a series of Technology Platforms that include industrial technology providers has furthermore enabled quick advancement from fundamental research to market ready product development. Author(s) Blache, Robert: University of Auckland, New Zealand Nguyen, Chuong: University of Auckland, New Zealand De Silva, Karnika: University of Auckland, New Zealand Cooney, Ralph: University of Auckland, New Zealand Taylor, Mark: University of Auckland, New Zealand

H. Rubin, Tzameret: Samuel Neaman Institute for National Policy Research, Israel

ABSORBING KNOWLEDGE THROUGH COLLABORATION: EVIDENCE FROM AUSTRALIA

Governments around the world support research and development (R&D) in publicly funded organisations for two reasons: to promote innovation and to encourage spillover to the private sector to stimulate economic growth. In Australia, the governments invest heavily in public R&D; however, the private sector's R&D expenditure is very low. Public‐private collaborations provide an opportunity for spillover, but such collaborations are rare. Using Cohen and Levinthal's (1989; 1990; 1994) Absorptive Capacity conceptual framework, we investigate public‐private collaborations from an absorptive entity perspective. Analysing almost a thousand Australian businesses we show that while collaboration can have a positive impact on a business's innovation outcomes, it may hamper its absorptive capacity because it tends to lead to a greater reliance on technological solutions from external sources. Unless companies develop the ability to absorb external knowledge rather than merely use it as an ad hoc solution, public‐private collaborations should not be targeted in government policy. Author(s) H. Rubin, Tzameret: Samuel Neaman Institute for National Policy Research, Israel

Nieminen, Jorma: Turku School of Economics, Finland

STATE ENTREPRENEURSHIP BEHIND WIRELESS INDUSTRY EMERGENCE IN FINLAND

Nordic governmental tele‐monopolies, Posti‐ ja Lennätinhallitus (PLH) in Finland, pioneered today´s ubiquitous mobile‐phone services, the launch‐pad for Nordic wireless industries. This historical study seeks to understand how state bureaucracies could realise world‐transforming innovations, first the successful pre‐cellular services like Finland´s ARP by PLH, and then the wildly successful jointly developed NMT helping to kick off the European GSM project. The compiled case description is interpreted against the conceptual framework considering innovation, entrepreneurship, and institutional effects. Proposed conducing elements include entrepreneurship, strategic foresight, and international open innovation, attributes not often associated with monopolistic bureaucracies. Favourable institutional environment played a role, and considerable luck. Besides describing how PLH, an early laggard even among its Nordic colleagues, emerged as primus inter pares, the study provides the first holistic account on early mobile communications development globally, and the conceptual frame for institutionally embedded entrepreneurial innovation by a monopoly. Author(s) Nieminen, Jorma: Turku School of Economics, Finland

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SESSION 6.5: SERVICE INNOVATION 2 TUESDAY, 16:00 ‐ 17:30

FACILITATOR: HEATHER MOORE MEETING ROOM 303 3RD FLOOR

Kanto, Laura: Aalto University, Finland

MYSTERY SHOPPING AS A PART OF A SERVICE INNOVATION PROCESS

This study examines the use of mystery shopping as a method to construct understanding of dealer's sales process and also of end‐users needs. Earlier literature has not considered mystery shopping as a tool to gather information for innovation process. Through a case study analysis we identify what kind of information is gathered by mystery shopping and we classify the information to customer outcome related, prerequisites for the service related and customer process related information. The method proved to be an appropriate way to make the sales process transparent and identify new ideas for further development of solution's launching process. The method highlighted three different development focus levels: customer understanding, dealer's operations and collaboration and co‐operation between case organization and dealers. The mystery shopping can be considered as correspondent (insitu, in context) and reflective practitioner (exsitu, in context) method for use information collection. Author(s) Kanto, Laura: Aalto University, Finland Pihlajamaa, Jussi : Aalto University, Finland

Aas, Tor Helge: Norwegian School of Economics, Norway

MANAGING THE PORTFOLIO OF NEW SERVICE DEVELOPMENT PROJECTS

Most research on innovation portfolio management has focused on new product portfolios, whereas the management of new service portfolios has not been researched correspondingly. This paper addresses this literature gap by exploring portfolio management of new service development projects qualitatively. This is done by conducting 21 in‐depth interviews with employees involved with service innovation in five large Scandinavian service firms. We found that the portfolio management activities and processes in these firms were carried out in parallel with the NSD projects, and that the most important stakeholders in the NSD portfolio management organization were top and line managers not involved in the daily NSD operations. We also found that the firms used a great variety of criteria when portfolio decisions were made, but the decision process was to a little degree assisted by explicit portfolio management tools. The findings provide both managerial implications and implications for further research. Author(s) Aas, Tor Helge: Norwegian School of Economics, Norway Breunig, Karl Joachim : Oslo and Akershus University College of Applied Sciences, Norway Hydle, Katja M.: International Research Institute of Stavanger, Norway

Hsieh, Kuo‐Nan: Yuan Ze University, College of Management, Taiwan

THE KNOWLEDGE TRANSFER MECHANISMS FOR NEW SERVICE DEVELOPMENT

This study uses a case study design to investigate the questions of how firms use different types of knowledge transfer mechanisms with external actors and what factors influence the adoption of the knowledge transfer mechanisms in the process of new service development. Empirical evidence was drawn from one e‐commerce service which was developed by Taiwanese convenience store chains. The present study found that convenience store chains used a higher degree of information richness of knowledge transfer mechanism with their fundamental suppliers and service content companies in the early stages of developing new service in order to collect greater information and lay down the foundation of the service. Moreover, the present study also found empirical evidence that the choice of knowledge transfer mechanism is determined by the stage of new service development and the degree of project newness. Author(s) Hsieh, Kuo‐Nan: Yuan Ze University, College of Management, Taiwan

Van der Veen, Gerrita: HU Business School Utrecht, Netherlands

A MIXED‐METHOD APPROACH TO REVEAL UNTAPPED CUSTOMER NEEDS

How to provide health clubs the possibility of offering distinctive services in an increasingly stronger and rapidly changing competitive environment? This was the issue raised by the Dutch fitness industry, which in recent years has grown markedly. Our study represents an extension of the dynamic capabilities framework, by exploring and suggesting a mixed method approach to operationalize the capability of customer focus. We have adapted emerging generative user research methods from the field of design as we feel that the most commonly used models and methods in marketing do not answer to the new demands of the market In our contribution we discuss the need for new methods for arriving at a customer‐driven marketing approach. We demonstrate how we have transferred this to the health club industry in a study among n=5,000 customers of health clubs. We will discuss how the approach spurred new insights through multidisciplinary collaboration. Author(s) Van der Veen, Gerrita: HU Business School Utrecht, Netherlands Van der Lugt, Remko: HU University of Applied Sciences, Netherlands

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SESSION 6.7: TECHNOLOGY & INNOVATION 2 TUESDAY, 16:00 ‐ 17:30

FACILITATOR: DAVID PROBERT VIKTOR JULIUS VON WRIGHT 3½ FLOOR

Li‐Ying, Jason: Technical University of Denmark, Denmark

WHEN DOES TECHNOLOGY LICENSING FACILITATE NPD PERFORMANCE? EVIDENCE FROM CHINA

Many firms find inward technology licensing (ITL) a relatively quick and inexpensive way for new product development (NPD) as compared to internal R&D started. Although the literature on NPD has suggested some advantages and disadvantages regarding NPD by means of ITL, the relationship between ITL and licensee firms' subsequent NPD performance has not yet found convincing evidence. An appropriate question to ask is under what conditions ITL better facilitates firms' NPD. Drawing on a contingency perspective, the study posits that a firm's propensity to develop new products through ITL is dependent on three categories of contingency factors: the characteristics of the licensed technology, the absorptive capacity of the licensee firms, and factors regarding licensees' external environment. Using data about 141 Chinese firms' licensing activities, we find support for our hypotheses that there is a positive relationship between ITL and NPD performance. This positive relationship is moderated by these contingency factors. Author(s) Li‐Ying, Jason: Technical University of Denmark, Denmark Wang, Yuandi: Sichuan University, China Salomo, Søren: Technical University of Denmark, Denmark

Cheah, Sarah: Exploit Technologies, Singapore

WHY ARE SOME FIRMS MORE SUCCESSFUL THAN OTHERS IN COMMERCIALISING PUBLIC RESEARCH?

Extant studies tend to focus on firms' technology collaboration with other firms or universities, rather than with public research institutes (PRIs). Unlike universities which have the mission for education and research, PRIs focus primarily on research. PRIs, unlike profit‐oriented firms, have social and economic agenda in promoting industry adoption of public research. Building on Resource‐based Theory, Transaction Cost Economics, absorptive capacity and dynamic capabilities theories, this research develops an integrated conceptual model to examine the factors affecting a firm's propensity to acquire external technologies (PAET) from PRIs, its innovation outcome and commercial adoption performance. Based on licensing agreements signed between firms and PRIs, this study uses regression analysis to show that firms' reliance on basic R&D and PRIs' technology readiness level significantly affect firms' PAET with PRIs. Besides internal and external resources, a firm's dynamic capabilities are found to be critical in its innovation outcome and commercial adoption performance. Author(s) Cheah, Sarah: Exploit Technologies, Singapore

Simula, Henri: Aalto University, Finland EMPIRICAL COMPARISON OF COMMERCIALIZATION OF RADICAL PRODUCT AND TECHNOLOGY INNOVATIONS Despite the importance of commercialization in innovation processes, there remains a lack of empirical studies that focus on commercialization. The purpose of this paper is to examine how commercialization is conducted in the context of radical product and technology innovations. The first part of the paper is a selective literature review that puts forward a basis for commercialization in these different domains. The second part illustrates two case studies and provides a cross case analysis. The empirical findings of this paper support previous findings and also reveal additional insight. Especially important common denominators in both domains are good market and end‐customer understanding, an offering that delivers clear benefits to customers, and an entrepreneurial mindset. Author(s) Simula, Henri: Aalto University, Finland Valiauga, Povilas: Aalto University, Finland Berg, Pekka: Aalto University, Finland

Thi Duc Nguyen, Nguyen: Research Organization of Science and Technology, Ritsumeikan University, Japan

TECHNOLOGY TRANSFER IN JAPANESE SUBSIDIARIES IN VIETNAM: NATIONAL CULTURE PERSPECTIVES

Despite of raising attention on identifying the proper management mechanism overcoming cultural constraint on technology‐transfer implementation and gaining successful business performance cross‐culturally, research to further improve current management practices' performance for achieving the efficient cross‐cultural technology transfer prevails the need. This study particularly aims to expand on prior works by emphasizing the precise nature and mechanism of the good and poor performances in the cultural difference context between Japanese and Vietnamese management style from national culture perspectives. Through in‐depth interviews and observations with senior production managers of nine Japanese manufacturing subsidiaries in Vietnam, both positive and negative aspect of cultural differences between Vietnamese and Japanese management style are explored: (1) the loyalty, self‐complacency, individual initiative in Individualism dimension associated with cultural dimensions of high power distance and long‐term orientation effect on current management commitment practice; (2) Collectivism dimension and authority hierarchy support good work of quality practice and training. Author(s) Thi Duc Nguyen, Nguyen: Research Organization of Science and Technology, Ritsumeikan University, Japan Aoyama, Atsushi: Graduate School of Technology Management, Ritsumeikan University, Japan

Koppe, Anna: Hochschule Osnabrück, Germany

MAPPING EMERGING TECHNOLOGY COMPETENCIES IN APPLIED RESEARCH

Groundbreaking innovations could lead to emerging technologies that therefore build up new industries. Due to this detecting an emerging technology in its first steps is so much important for decision makers and managers. Developed countries have different preconditions for innovative processes than emerging countries why the discovery und development of emerging technologies pass off differently. This paper aims to present a tool for monitoring of emerging technologies and uses the example nanochemistry. Additionally the nanochemistry research landscapes of China as an emerging country and Germany as a developed country will be compared. Comparison will be carried out in three points: (a) frequency of patents per year (b) the investigation of who is driving nanochemistry research plus (c) the contents of emerging nanochemistry by analysing research landscapes. Author(s) Koppe, Anna: Hochschule Osnabrück, Germany; Lecou, Christos: Westfälische Wilhelms‐Universität Münster, Germany; Bröring, Stefanie: Hochschule Osnabrück, Germany

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SESSION 7.1: INTEGRATION AND PARTICIPATION WEDNESDAY, 09:00 ‐ 10:30

FACILITATOR: CHRIS NEDIN KARL LINDAHL 1½ FLOOR

Martovoy, Andrey & Mention, Anne‐Laure: Centre de Recherche Public ‐ Henri Tudor, Luxembourg

ROLE OF CLIENTS IN FOSTERING INNOVATION IN SERVICES

Extant literature provides mixed evidence on the outcomes of collaborative innovation with customers. This quantitative empirical study is aimed at unveiling the role clients play in innovation in services taken on the example of financial sector. We have found that clients of financial institutions can be a good source of valuable and original ideas. Majority of banks tends to involve clients at the problem definition and idea generation stages. Preferred participants of the joint innovation process are the clients attributed with the following characteristics: they demand complex services, interact in high volumes, have longstanding relationships, ask for tailored services, and have strong motivation to find solution to their problems. Some banks provide incentives for clients to induce their cooperation mainly in a form of increased control over service delivery and larger choice of services. Cooperating with high‐net‐worth individuals is found to be necessary and sufficient for achieving core service innovations. Author(s) Martovoy, Andrey: Centre de Recherche Public ‐ Henri Tudor, Luxembourg De Smet, Dieter : Centre de Recherche Public ‐ Henri Tudor, Luxembourg Mention, Anne‐Laure: Centre de Recherche Public ‐ Henri Tudor, Luxembourg Torkkeli, Marko: Lappeenranta University of Technology, Finland

Faber, Edward: Thales RT ‐ T‐Xchange, Netherlands

SUPPORTING CO‐CREATION IN SERVICE INNOVATION USING SERIOUS GAMING

Instead of pushing new services, many companies are involving customers in the service innovation process, often referred to as user innovation and more recent co‐creation. Serious gaming has great potential to support co‐creation processes by providing an interactive learning environment. We report on an action research study, which explores how customers can be made aware of the characteristics of different innovative in‐service support models for mission critical systems using a board game. The research was conducted at Thales, a world‐wide leading manufacturer of defence equipment, in the Netherlands. The findings indicate that light‐hearted game character and the simplified model of reality of a serious game help to break the ice and motivate people to articulate their tacit knowledge, experience current shortcomings, and start experimenting with new solution directions. As such serious games have the potential to become a management tool to interact with customers on service innovation. Author(s) Faber, Edward: Thales RT ‐ T‐Xchange, Netherlands Hrynkiewicz, Rafal: University of Twente‐ T‐Xchange, Netherlands Van Rijn, Jan: Thales Naval Services, Netherlands Bos, Rik: University of Twente ‐T‐Xchange, Netherlands Jongebloed, Berend: Thales Naval Services, Netherlands

Niebudek, Marcus: EBS Universität für Wirtschaft und Recht – EBS Business School, Germany

CUSTOMER INTEGRATION INTO NEW FINANCIAL SERVICES DEVELOPMENT

The financial services sector recently has been shaken by major structural changes. These include tightened regulatory requirements, increasing competition, more demanding customers, advances in technology, and higher costs of developing new services. Due to those changes, financial services companies are recognizing an urgent necessity to constantly develop new financial services that are contemporary and sensitive to customers' demands. Therefore, customer integration in new financial services development (NFSD) is an important field of research. While there is great interest of both academics and practitioners in NFSD, there is a lack of research on how customers can be integrated into the process of NFSD in business‐to‐consumer banking. Our study uses insights from existing literature and exploratory case studies to identify important aspects of customer integration, including stages, methods, and objectives of customer integration. Based on the findings, we develop a framework for the description of customer integration into NFSD in business‐to‐consumer banking. Author(s) Niebudek, Marcus: EBS Universität für Wirtschaft und Recht – EBS Business School, Germany

Abu El‐Ella, Nagwan: HHL Leipzig Graduate School of Management; HHL gGmbH, Germany Bessant, John: The University of Exeter, United Kingdom Pinkwart, Andreas: HHL Leipzig Graduate School of Management, Germany

ACCELERATING HIGH‐INVOLVEMENT: NEW TECHNOLOGIES AS ENABLERS OF EMPLOYEE‐PARTICIPATION IN INNOVATION

The experience of implementing employee involvement in innovation could be summarized as a bounded opportunity. Whilst long‐term strategic benefits could flow from organizing enough participation across the workforce, creating structures that sustain such a culture is highly complex. This paper explores in a multiple‐case study within German enterprises the extent to which known enablers for high involvement innovation are nowadays applied, and how classical barriers are overcome especially with the adoption of new interactive web‐based technologies. Interestingly, we find that all companies in our sample make use of new technologies to better enable employee participation. But although the introduction of such technologies seems to create a new momentum for disseminating high involvement, it simultaneously evokes a multitude of new challenges. Reacting to these new challenges requires a conscious adjustment of established corporate routines and cultural habits. Implications for practice and future research are discussed. Author(s) Abu El‐Ella, Nagwan: HHL Leipzig Graduate School of Management; HHL gGmbH, Germany Stoetzel, Martin: Friedrich‐Alexander‐Universität‐Erlangen‐Nürnberg, Germany Bessant, John: The University of Exeter, United Kingdom Pinkwart, Andreas: HHL Leipzig Graduate School of Management, Germany Schrenker, Klaus: Friedrich‐Alexander‐Universität‐Erlangen‐Nürnberg, Germany

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SESSION 7.2: PERSPECTIVES ON INNOVATION WEDNESDAY, 09:00 ‐ 10:30

FACILITATOR: JUKKA‐PEKKA BERGMAN JUHO RISSANEN 1½ FLOOR

Ostergaard, Claus: Aalborg University, Denmark

INTO THE SURGE OF NETWORK‐DRIVEN INNOVATION

The ambition of this paper is to provide a better theoretical understanding of innovation by framing it in a long historical, economical, and societal perspective. The research question of the paper is: What characterize the historical surges of innovation? Based on previous works and research this is examined from the 1880's up until today. The contribution of the paper is a societal perspective on innovation, where the difference between industrial society and knowledge society leads into the surge of network‐driven innovation. Network‐driven innovation is unfolded on top of the known cost‐driven, development‐driven, and market‐driven surges of innovation. Furthermore, the theoretical framing of innovation is supported by qualitative literature analyse of papers from the top 20 Technology & Innovation Management (TIM) journals. Author(s) Ostergaard, Claus: Aalborg University, Denmark Rosenstand, Claus: Aalborg University, Denmark Gertsen, Frank: Aalborg University, Denmark Lervang, Johan‐Ulrik: Aalborg University, Denmark

Björkman, Hans: WSP Analysis & Strategy, Sweden Lindhult, Erik: Mälardalen University, Sweden Öberg, Christina: Lund University / University of Exeter, Sweden

ANGELS AND DEMONS ‐ THE RELIGION OF INNOVATION?

History anticipates a link between religion and innovation, and religious aspects could be expected to impact also current innovation activities, positive or negative. This paper describes and discusses the relations between innovation and religion by means of a systematic literature review. The review points to six different causal claims between religion and innovation: (i) the Church as a platform for innovation and entrepreneurship; (ii) religion enabling or inhibiting innovation adaptation and diffusion; (iii) spirituality and ethics, and their relation to innovation, organisational development and human relation management; (iv) creation and utilisation of innovations in religious settings; (v) doctrinal innovation; and (vi) religion as scientific underpinning. This evokes an initiative for further studies on religion and innovation, and contributes to current understanding through providing a first‐of‐its kind literature review. Author(s) Björkman, Hans: WSP Analysis & Strategy, Sweden Lindhult, Erik: Mälardalen University, Sweden Öberg, Christina: Lund University / University of Exeter, Sweden

Salinto, Katja: University of Eastern Finland, Finland Eriksson, Päivi: University of Eastern Finland, Finland

ARGUMENTATION ANALYSIS AS A METHOD OF STUDYING INTERPRETATIONS OF INNOVATION

Despite the increasing interest in the study of innovation, little research has been done from the innovation practitioners' point of view. The relevance of investigating how business practitioners interpret and understand innovation has been noted in innovation research, but novel research designs and qualitative methods are still needed to be able to study how innovation looks when viewed from the insider perspective, and in order to understand key actors' interpretations of innovation more deeply. The paper aims to illustrate how argumentation analysis as a novel method of innovation research helps to produce new knowledge about how innovation is interpreted and understood in business organisations, and by the key innovation actors, i.e. managers. The paper describes the method and reports the results of an empirical study. The results show that argumentation analysis enables a more detailed analysis of managers' interpretations compared to the qualitative content analysis utilised in previous research. Author(s) Salinto, Katja: University of Eastern Finland, Finland Eriksson, Päivi: University of Eastern Finland, Finland

Langergaard, Luise Li: Roskilde University, Denmark Hansen, Anne Vorre: Danish Institute of Fire and Security Technology, Denmark

INNOVATION ‐ A ONE SIZE FITS ALL CONCEPT?

The paper discusses challenges of innovation management that relate to limitations of the innovation concept to match the vast difference in the organisational and institutional contexts in which the concept is applied. Even though the concept of innovation is no longer restricted to manufacturing firms operating on the market, the concept has not accordingly been developed to match the specificities of the many new contexts of application. The paper particularly focuses on the OECD‐definition and discusses its shortcomings on the basis of empirical studies in two sectors that have only recently drawn the attention of innovation research: the operational service sector, and the public sector. It is argued that we need to address fundamental meta‐theoretical questions for the concept to be useful to innovation managers. Lastly, it is argued that we need a differentiated, context‐specific rather than a generic concept of innovation. Author(s) Langergaard, Luise Li: Roskilde University, Denmark Hansen, Anne Vorre : Danish Institute of Fire and Security Technology, Denmark

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SESSION 7.3: OPEN INNOVATION II WEDNESDAY, 09:00 ‐ 10:30

FACILITATOR: PAAVO RITALA TARJA HALONEN 1½ FLOOR

Dabrowska, Justyna: Lappeenranta University of Technology, Finland

MAPPING PERCEPTIONS AND REALITY OF OPEN INNOVATION BALANCE

Open innovation holds great potential for improving the efficiency of companies' innovation processes, but also substantial risks. A key innovation management issue is finding the right balance of openness, i.e. how open should companies be in their innovation activities. However, academics and practitioners hold conflicting notions of what constitutes open innovation practice and how 'open innovation companies' are defined. Three in‐depth case studies of global R&D‐intensive companies are presented where we find that firms' perception of their own openness differs from their actual situation (as determined by the innovation practices that they apply) and that each company has a different view as to what constitutes open innovation. We conclude that resolving conceptual ambiguity and differentiating between openness (as a cultural aspect) and open innovation (a way of structuring the innovation process) in research is critical to clarify the current state of OI research and enable communicating results to practitioners. Author(s) Dabrowska, Justyna: Lappeenranta University of Technology, Finland Fiegenbaum, Irina: Lappeenranta University of Technology, Finland Kutvonen, Antero: Lappeenranta University of Technology, Finland

Henttonen, Kaisa: Lappeenranta University of Technology, Finland

OPEN INNOVATION IN SMES IN COMMERCIALIZATION PHASE

This paper attempts to place the concept of open innovation into the context of SMEs and to enquire what kind of collaboration modes SMEs use to carry out open innovation in the commercialization phase and what kind of collaboration strategies each of these include. Based on the study evidence, it is suggested that the open innovation model in SMEs should focus more on commercialization in comparison to the conventional open innovation model (Chesbrough, 2006), to better reflect open innovation in SMEs. Three collaboration modes in the commercialization phase were found: partnership with a lead partner, equal partnering, and partnering for external technology commercialization. It is proposed that these collaboration modes, in which different companies manage the open innovation commercialization phase, reflect their core competence and their strategic application of open innovation. Author(s) Henttonen, Kaisa: Lappeenranta University of Technology, Finland


Evald, Majbritt: University of Southern Denmark, Denmark Clarke, Ann H: University of Southern Denmark, Denmark

AN OPEN INNOVATION PROJECT TYPOLOGY BASED ON EXPLORATION AND EXPLOITATION

'Exploration' and 'exploitation' are interpreted in different ways within the 'open innovation' (OI) literature. Two overall perspectives are identified: 1) a process perspective, and 2) a relational perspective. According to the original framing of exploration and exploitation (March, 1991), the two perspectives seem insufficiently seizing the nuances in March's framing. Furthermore, the two perspectives operate at firm level, even though research has shown that OI at firm level is a consequence of various OI initiatives at project level. Based on the original framing by March, an alternative understanding of exploration and exploitation is proposed to be applied in OI research resulting in a project typology of four generic OI approaches: Inbound‐Exploration; Inbound‐Exploitation; Outbound‐Exploration and Outbound‐Exploitation. A single case illustrate the four generic approaches in practice identifying different types of OI activities. Author(s) Andersen Linnebjerg, Lise: University of Southern Denmark, Denmark Evald, Majbritt : University of Southern Denmark, Denmark Clarke, Ann H: University of Southern Denmark, Denmark

Burström, Thommie: Hanken School of Economics/ Umeå University, Sweden BOUNDARIES OF BUSINESS MODELS AND PLATFORM DEVELOPMENT

It is known that platform development influences all organizational levels. However, there is a lack of studies showing how platform development influences business models. This paper therefore ask the question: How does the development of a platform shape business models? We study five organizations through the use of interviews and observations. It is found that business models become more service oriented but also that the values created have an intangible character. Author(s) Biedenbach, Thomas: Umeå University, Sweden Burström, Thommie: Hanken School of Economics/ Umeå University, Sweden Blomquist, Tomas: Umeå University, Sweden

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SESSION 7.4: INDUSTRY SOLUTIONS WEDNESDAY, 09:00 ‐ 10:30

FACILITATOR: LEONA FITZMAURICE MEETING ROOM 302 3RD FLOOR

Langenberg, Lars: Pumacy Technologies AG, Germany

IMPROVING HEALTHCARE INNOVATION PERFORMANCE THROUGH A GLOBAL ONLINE‐COLLABORATION PLATFORM

Most innovations are the outcome of many small ideas and inputs, originating from different actors based on their diverse expertise. The paradigm of open innovation shows how to improve innovation performance by opening the innovation process to all actors. This paradigm, however, cannot be easily applied in the healthcare sector which is characterised by strong regulation, budgetary pressure and high quality requirements. Our practical contribution describes how open innovation can be implemented successfully in the healthcare sector so that the relevance of innovation is transformed from a cost factor to a robust new business model. A frictionless collaboration process according to the "triple‐helix model" and a common Internet‐based platform form the key elements of our implementation strategy. These insights are derived from real‐world case studies such as the trans‐national KASK network, the Boston cluster CIMIT and a Barcelona situated hospital. First visible results, lessons learned and best‐practices will be presented. Author(s) Langenberg, Lars : Pumacy Technologies AG, Germany Kagenow, Lise : Induct Software AS, Norway Langenberg, Lars: Pumacy Technologies AG, Germany

Robba, Serena: University of Palermo, Italy

BIOPHARMACEUTICAL ALLIANCES AND COMPETITION: A REAL OPTIONS GAME APPROACH

Pharmaceutical and biotechnology firms partner since eighties to pool complementary assets especially in the R&D process. Biotechnology firms might prefer enter into early partnerships with the pharmaceutical ones in order to share both the high costs and risks of first phases of the drug R&D process. On the other hand, biotech firms can benefit most from a later agreement because of better payments conditions which pharmaceutical companies might be available to offer for higher quality of the in‐licensed drug. The fight between these contrasting forces in determining optimal alliance timing, is exacerbated by the competition in the biotechnology market. We model this decision problem with Real Options Game when two biotech firms compete to ally with a pharmaceutical one in a dynamic and uncertain environment. We find that equilibria (who ally and when) are determined by "alliance conditions" (payments and royalties), level of competition and synergies coming from the alliance. Author(s) Lo Nigro, Giovanna: University of Palermo, Italy Morreale, Azzurra: University of Palermo, Italy Robba, Serena: University of Palermo, Italy Roma, Paolo: University of Palermo, Italy


Torvinen, Pekka: Lappeenranta University of Technology, Finland

EXTERNAL TECHNOLOGY COMMERCIALIZATION IN RUSSIAN MANUFACTURING INDUSTRY

Functioning technology markets can offer valuable possibilities for new ventures and existing companies in the markets. External technology commercialization (ETC) is crucial part of this. However, many companies seem to be unable to identify or reluctant to commercialize surplus technologies they do not commercialize internally. This phenomenon also limits the supply in technology markets. ETC is proven to improve company performance and openness. This study examines the ETC of surplus technologies in Russian manufacturing companies. It uses mixed methods by using survey data and a case study. It shows that ETC is minor business in Russian manufacturing; however the companies doing it are recognizing the benefits. If ETC is an essential part of their strategy, it can increase the company's returns and spread of technologies. Companies doing ETC also seem to be forerunners in many fields, such as interfirm co‐operation and technology development and acquisition. Author(s) Torvinen, Pekka: Lappeenranta University of Technology, Finland Väätänen, Juha: Lappeenranta University of Technology, Finland

Ainamo, Antti: Aalto University, Finland

PRIVATE‐COLLECTIVE INNOVATION IN THE FINNISH GAMING ECOSYSTEM, 1991 TO 2012

To address the paucity of research on the role that non‐dominant firms play in innovation and business ecosystems, this paper analyses the birth and emergence of the Finnish gaming industry, framing this phenomenon in terms of earlier research on not only ecosystems but also communities and private‐collective innovation. Shared norms of free play and experimentation developed early on in the Finnish community of game players, which was to weigh heavily as an imprint on social learning and future innovation and business by game developers. Game‐developer firms appropriating the benefits of the imprint and social learning eventually appeared and made global breakthroughs. These have differed from one another on the basis of when their breakthrough game would make its market breakthrough. Another difference has been technological platform on which this game has been built. And the firms have differed in their community membership(s). Implications for research and practice are given. Author(s) Ainamo, Antti: Aalto University, Finland

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SESSION 7.5: CREATIVITY FOR INNOVATION MANAGEMENT WEDNESDAY, 09:00 ‐ 10:30

FACILITATOR: BYOUNG SOO KIM VIKTOR JULIUS VON WRIGHT 3½ FLOOR

Onarheim, Balder: Technical University of Denmark, Denmark

AN INTRODUCTION TO 'CREATIVITY CONSTRAINTS'

Constraints play a vital role as both restrainers and enablers in innovation processes by governing what the creative agent/s can and cannot do, and what the output can and cannot be. Notions of constraints are common in creativity research, but current contributions are highly dispersed due to no overall conceptual framing or shared terminology. This lack of unity hinders overt opportunities for cross‐disciplinary interchange. We argue that an improved understanding of constraints in creativity holds a promising potential for advancements in creativity research across domains and disciplines. Here, we give an overview of the growing, but incohesive body of research into creativity and constraints, which leads us to introduce 'creativity constraints' as a unifying concept to help bridge these disjoint contributions to facilitate cross‐disciplinary interchange. Finally, we suggest key topics and sub‐concepts, including 'late', 'self‐imposed', and 'continua of creativity constraints', to inform future cross‐disciplinary work on creativity constraints. Author(s) Onarheim, Balder: Technical University of Denmark, Denmark Biskjaer, Michael: Participatory Information Technology, Denmark

August, Hans‐Juergen: Siemens Convergence Creators Holding, Austria

ASSESSING CREATIVITY TRAITS TO IMPROVE A HIGH‐TECH COMPANY'S INNOVATION PERFORMANCE

In globalized markets, particularly those of software and electronics with very short product cycles, continuous and sustainable innovation is a key to business success. Despite the success of collaborator and open innovation systems, an organization's creativity remains a major source for innovations. This paper provides three contributions to research as well as to practitioner's best practices. First, it examines whether specific creativity traits and beliefs related to convergent and divergent thinking as well as to problem solving and problem finding can be assessed using a questionnaire. Second, dependencies between these creativity traits are investigated, applying factor analysis to the data obtained from a survey performed at Siemens Convergence Creators. Third, the results of this survey provide insights into the beliefs and experiences of innovative engineers in a high tech company and thus support practitioners in designing programs to strengthen the organization's innovation capabilities and output. Author(s) August, Hans‐Juergen: Siemens Convergence Creators Holding, Austria

Beniston, Lee: University of Leeds, United Kingdom

AN ETHNOGRAPHY OF CREATIVITY: STUDIES IN MULTIDISCIPLINARY SCIENTIFIC RESEARCH

Innovation and creativity are key drivers of scientific and technological progress, facilitating the development of novel solutions and technologies. These are seen as a key way in which to sustain and increase economic and societal prosperity, both in Europe and globally. However, we still understand very little in regards to engendering and catalysing creativity in science, and therefore also sustaining innovation. This is coupled with the fact that due to the increased complexity and interrelatedness of the challenges facing the scientific community, scientific research is necessarily becoming more innately multidisciplinary. Therefore, over two years this study aimed to gain a deeper understanding of scientific creativity in three highly multidisciplinary scientific research groups. Each case study was undertaken employing an ethnography methodology, with the researcher also being a trained scientist. A number of contributions to theory and practice were made, a selection of which are discussed. Author(s) Beniston, Lee: University of Leeds, United Kingdom

Voigt, Matthias: University of Münster, ERCIS, Germany

CAN IT ACTUALLY ENHANCE CREATIVITY? EMPIRICAL FINDINGS AND RESEARCH AGENDA

The potential of IT to enhancing creativity has gained considerable attention in research and practice. Yet, a consistent overview of empirical results is missing. I conducted a literature analysis of experiments on creativity support systems (CSS) from different research areas, striving to answer the question whether CSS can enhance creativity. The results are mixed: While some experiments could confirm a positive impact throughout, others reveal that CSS positively impact some aspects of creative performance, and still others suggest that there is only marginal positive impact. Further design‐oriented research is required to reveal which design choices in CSS enhance creativity, and which do not. I contribute to practice in sensitizing for the necessity to question the appropriateness of CSS design before introducing it to the organization and in motivating software developers to look beyond software value propositions for efficiency improvements only. Author(s) Voigt, Matthias: University of Münster, ERCIS, Germany

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ARDS 7A: BUSINESS MODELS & ENTREPRENEURSHIP WEDNESDAY, 09:00 ‐ 10:30

FACILITATOR: PATRICK SPIETH MEETING ROOM 303 3RD FLOOR

Tukiainen, Sampo: Aalto University School of Business, Finland

IDENTITY CONSTRUCTION OF FOREIGN ENTREPRENEURS IN THE SILICON VALLEY

This paper addresses a lack of scholarly attention to the cross‐national social processes of start‐up entrepreneurs attempting to enter and establish business in foreign innovation ecosystems. In this inductive study we go beyond an existing theoretical dichotomy by examining the cross‐national sensemaking of Finnish start‐up entrepreneurs in Silicon Valley. Consequently, we distinguish various sensemaking practices that these foreign actors utilize in their construction of the Silicon Valley and Finnish entrepreneurial cultures. We argue this to be important as it allows us to highlight the salience of sensemaking for start‐up entrepreneurs entering foreign innovation ecosystems, as well as to increase our theoretical understanding as to how cultures and cultural differences are constructed in such contexts. The findings of our study also have significant implications to policy makers and national innovation agencies. Author(s) Tukiainen, Sampo: Aalto University School of Business, Finland Erkama, Niina: Aalto University School of Business, Finland

Sjögrén, Helena: School of Business, Lappeenranta University of Technology, Finland

ENTREPRENEURIAL ORIENTATION IN SOCIAL ENTERPRISES

This study explores entrepreneurial orientation in social entrepreneurship context by in‐depth case studies in three Finnish social enterprises. Based on prior research on entrepreneurial orientation (EO) and social entrepreneurship and our data, we propose that EO in social context is best characterized by three dimensions: risk‐taking, innovativeness‐proactiveness, and persistence. The social entrepreneur is willing to take substantial financial risk, but is careful in avoiding anything that could harm the social identity. He or she exhibits highly innovative behaviour in developing new ways to serve the social purpose and in finding new ways to generate income. Furthermore, the social entrepreneur shows remarkable persistence in adhering to a course of action despite difficulties. Author(s) Syrjä, Pasi; Soininen, Juha; Puumalainen, Kaisu; Sjögrén, Helena: School of Business, Lappeenranta University of Technology, Finland Durst, Susanne: University of Liechtenstein, Liechtenstein

Tuisk, Tarmo: Tallinn University of Technology, Estonia

SOCIO‐PSYCHOLOGICAL ASPECTS OF ENTREPRENEURIAL IDENTITY

The goal of the study is to assess entrepreneurial identity focusing on the beliefs and values related to individualism, risk‐taking, profit motivation, innovativeness, opportunity recognition and tolerance. Identity Structure Analysis (ISA) as a metatheoretical framework has been applied to conceptualize identity and identification patterns of 'an entrepreneur'. While illustrating commonalities between the 'significant others' appraised by the individual, the results also demonstrate modulation in identity processes between stages of personal development (past, current and aspirational identifications). These differences exist in evaluation of entities and in degrees of empathetic and aspirational identifications with these 'significant others' (e.g. a business partner, business circles, a successful entrepreneur, the government, family members and ethno‐cultural groups). The empirical data gathered and presented in this paper serves as an illustration of how ISA both as the theoretical framework and research tool can reveal the unique value systems and various facets within one's entrepreneurial identity structure. Author(s) Tuisk, Tarmo: Tallinn University of Technology, Estonia

Schneckenberg, Dirk: ESC Rennes School of Business, France

THE ROLE OF DESIGN THINKING IN BUSINESS MODEL INNOVATION

Business model innovation remains despite its increasing popularity an ambiguous and ill‐defined concept. This conceptual ambiguity leads to a lack of common understanding of business model innovation in the literature and is equally causing confusion for its applicability in practice. Design thinking offers a promising perspective to reduce ambiguity in the definition of business model innovation and to increase its usefulness for corporate practice. methodology/approach. We apply a multi‐step process to conduct a literature review and to develop an understanding of its potential benefit for the business model innovation field. We have identified in the literature review holistic problem‐solving, cognitive reflection techniques, emphatic managerial behaviour and integrative strategic principles as main design thinking categories. Our review provides scholars with a new perspective on business model innovation. The human‐centered and tangible aspects of design thinking add a cognitive and behavioural perspective to the existing body of knowledge. Author(s) Schneckenberg, Dirk: ESC Rennes School of Business, France

Halecker, Bastian: University of Potsdam, Germany

HOW CAN SYSTEMS THINKING ADD VALUE TO BUSINESS MODEL INNOVATION?

Systems thinking (ST) is a powerful way of thinking that is being revitalized in several economic fields in order to discover new answers to current challenges and to support a deeper understanding of business. As part of this revitalization, it makes sense to apply systems thinking to business model innovation, as the process of business model innovation requires more than merely filling a business model canvas, it is a challenging and complex management task. We have reviewed the literature on systems theory and business models to identify a way to combine both 'theories' in order to gain new insights and identify value for business model innovation. We then selected one appropriate ST approach, applying it to a case example. Our results demonstrate that the application of ST to business model innovation is valuable for both academia and practice. Author(s) Halecker, Bastian: University of Potsdam, Germany Hartmann, Matthias: HTW Berlin, Germany

Yarygin, Andrey: National Research University Higher School of Economics, Russia

VALUING INNOVATIVE 4G (LTE) TECHNOLOGY WITH REAL OPTIONS APPROACH

This paper contains the analysis of pitfalls related with innovation‐based investments valuation. Being long‐term projects with high uncertainty, innovation‐based investments suffer from different types of errors if traditional discounted cash flow methodology is used for their valuation. The real options methodologyis being used for a long time as an alternative view at the evaluation of such projects, but the novelty of this paper is in the original approach based upon the consideration of the wide variety of project implementation scenarios. The presented weighted average polynomial option pricing model (WAPOPM) may help investors to increase the quality of decisions concerning their participation in innovation‐based opportunities. The case of 4G (LTE) implementation in MTS Company (Russia) is considered. Author(s) Rogova, Elena; Yarygin, Andrey: National Research University Higher School of Economics, Russia

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ARDS 7B: GREEN INNOVATION WEDNESDAY, 09:00 ‐ 10:30

FACILITATOR: URS DAELLENBACH MEETING ROOM 304 3RD FLOOR

Tarnawska, Katarzyna: Cracow University of Economics, Poland

STRENGTHENING ECO‐INNOVATION DRIVERS THROUGH POLITICAL MEASURES. THE CASE OF POLAND

De‐coupling economic growth from the use of natural resources and environmental degradation is regarded as a key strategy to achieve sustainability. This goal may be at least partly realized through boosting eco‐innovation that contribute to resource efficiency and green growth. Most of the studies underline significance of modern innovation policy as the main enabler of eco‐innovation. This is a preliminary study of eco‐innovations' supply and demand drivers in Poland with a special emphasis on differences between SMEs and large companies. The paper discusses eco‐innovation rationale, determinants of eco‐innovations and a current situation in Poland concerning eco‐innovativeness performance and appropriate policy measures. As a part of further research possibilities to support eco‐innovation development through appropriate policy measures adjusted to sectoral features and an adequate national innovation system will be revealed through empirical data investigation using structural equation modeling. Author(s) Tarnawska, Katarzyna: Cracow University of Economics, Poland

Rosiek, Janusz: Cracow University of Economics, Poland

THE CLIMATE POLICY TOWARDS GREEN JOBS IN THE EU

The paper presents development of the green activity and the green jobs in the strategic sectors of the EU economy. Its main goal is to show the direction and the impact of various determinants of the EU climate policy on the development of the green sectors in the EU. The analysis appeared problems in defining the green development (especially the green employment) and with access to the data on the sectoral level. Particular emphasis is put on the renewable energy sector, which situation affects to a large degree functioning of many other sectors of the economy. The analysed problems are considered in the context of the green growth and the green jobs concepts. Problems connected with defining green jobs were also highlighted. In the final part of the paper a wide range of the climate policy tools, which can provide the environment‐friendly economic development of the EU countries, were presented. Author(s) Rosiek, Janusz: Cracow University of Economics, Poland

Lejeune, Albert: ESG ‐ UQAM, Canada

A TABLE GAME TO ELICIT GREEN CAPACITIES IN BUSINESS MODELS

A table game is proposed to managers and professionals, specialists in sustainability of a large city in Canada. Game design is inspired by the stories of three cities embracing sustainability, stories captured and analyzed by Moore (2007) in Frankfurt, Austin, and Curitiba. The objective for the players is to make propositions to introduce better sustainability to an infrastructure project. Each player must develop their propositions using a business model canvas. This paper is a partial reporting limited to observation and analysis of different modes of overcoming cognitive intertia during the game. The idea of this table game proofed to be a relevant bridge between BMI and sustainability to derive specifications for a future serious game. Author(s) Lejeune, Albert: ESG ‐ UQAM, Canada Nkambou, Roger: Computer Science ‐ UQAM, Canada

Schulze, Mike: EBS Universität für Wirtschaft und Recht ‐ EBS Business School, Germany

INNOVATING ORGANISATIONS TOWARDS ENERGY EFFICIENCY

While previous studies point out a large (untapped) potential for energy efficiency enhancement in industry, research into this topic remains widely neglected. Based on a sample of 157 German manufacturing companies this paper empirically evaluates the effectiveness of a comprehensive energy management on enhancing energy efficiency and financial performance. Implementing a structural equation modelling approach, the design of the companies' energy management and corresponding longitudinal data on energy consumption/costs as well as financial data from income statements was assessed. The results clearly confirm the high importance of implementing an energy management as it significantly increases the energy efficiency and thereby financial performance. Especially energy controlling and the implementation of efficiency measures represent the most important key elements. Companies might further advance their energy management by employing an energy manager or by assigning energy consultants. Our findings help companies to innovate their energy management and by thus to increase energy efficiency. Author(s) Schulze, Mike: EBS Universität für Wirtschaft und Recht ‐ EBS Business School, Germany Heidenreich, Sven : EBS Universität für Wirtschaft und Recht ‐ EBS Business School, Germany

Neuvonen, Aleksi: Demos Helsinki, Finland

GATEKEEPERS OF SUSTAINABLE INNOVATION

Sustainability raising from the drivers of climate change, resource and energy scarcity is often seen as a source new kind of growth and therefore innovation. However, there seems to be a lack of cases of new business creation especially in services. We present here the gatekeeper model based on the idea that some professions have special potential in bringing about behaviour change that accelerates the shift towards sustainable business practices. Gatekeeper model has been tried out in a series of innovation workshops that bring together professionals from often neglected service sectors. We have focused especially on business related to consumer based greenhouse gas emissions, such as homes, transportation and food. This paper sheds light in the professions own estimates on how much they can impact consumers' lifestyles. Our hypothesis is that by naming and entitling gatekeepers one unfolds new resources for innovation. Author(s) Mokka, Roope: Demos Helsinki, Finland Neuvonen, Aleksi: Demos Helsinki, Finland

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SESSION 8.1: LOOKING BEYOND FIRM BOUNDARIES WEDNESDAY, 11:00 ‐ 12:30

FACILITATOR: ANTERO KUTVONEN SILTASAARI 1ST FLOOR

Bader, Karoline: Zeppelin University, Germany

HOW TO BENEFIT FROM CROSS‐INDUSTRY INNOVATION? A BEST PRACTICE CASE

Cross‐industry innovation has become more relevant for firms, as this approach often results in radical innovations. However, firms can only benefit from cross‐industry innovation, if they open up towards external knowledge sources and if they understand how to explore, transform and exploit cross‐industry knowledge. Firms ought to establish certain structures and processes to facilitate and operationalize the organizational learning across industry boundaries. Since LaundryCorp systematically applies cross‐industry innovation and has already created numerous radical innovations through this approach, LaundryCorp serves as 'best practice' for our analysis. In order to learn more about LaundryCorp's organizational learning process and its subsequent benefits, we applied a mixed methods approach. Based on the quantitative data, we conducted a PLS‐SEM analysis and combined these results with qualitative interview data. Our results show how LaundryCorp has systemized its organizational learning process and how exploratory, transformative and exploitative learning can enhance a firm's cross‐industry innovation outcome. Author(s) Bader, Karoline: Zeppelin University, Germany Enkel, Ellen: Zeppelin University, Germany


Kekale, Tauno: Vaasa University of Applied Sciences, Finland

THE IMPACT OF EXTERNAL NETWORKS ON INNOVATION IN CREATIVE INDUSTRIES

Research shows that SMEs enhance their innovation ability by engaging in networks. However, despite the wealth of research in the domain of SMEs, the question of how SMEs exploit network linkages to the benefit of their innovation efforts remains inconclusively answered. This paper examines the impact of external networks on the innovation activities of SMEs operating in the Creative Industries Sector. Owners and managers were interviewed in twenty‐eight England‐based SMEs. The findings suggest that personal networks are of major importance. Relationships with public bodies are seen as moderately beneficial. The prevalent obstacles for the SMEs in the CIS are funding and hiring of talented individuals. Customers have a strong impact on innovation in the creative SMEs. The large players in the CIS are important in securing path to the market for the creative outputs but they are not central to the creative processes and to the generation of innovation. Author(s) Dodourova, Mariana: University of Hertfordshire, United Kingdom Kekale, Tauno: Vaasa University of Applied Sciences, Finland

Samsonowa, Lydia: BENTEN8, Germany

DESIGNING USER EXPERIENCES FOR TECHNOLOGY INTERFACES: CREATIVE METHODS WITHIN MULTIDISCIPLINARY TEAMS

In this session we explore innovative approaches to visual design and user experience (UX) in complex software development. We will show how the special requirements of designing winning user experiences can be accommodated in state‐of‐the‐art development paradigms such as Scrum. By separating development of key aspects of UX, we show how the visual design process can be accelerated and made significantly more flexible. The presenter will share personal experiences from development projects with large enterprise clients using innovative tools such as "mood boards" to gather stakeholder feedback in tight iterations that continually refine all key aspects of application look and feel. Lessons learned in UX development in complex, dynamic environments will inspire attendees to find ways to apply similar approaches in their creative work, particularly in the area of new product development. Author(s) Samsonowa, Lydia: BENTEN8, Germany Conn, Steffen: ISPIM, United Kingdom

Natalicchio, Angelo: Politecnico di Bari, Italy

BENEFITING FROM MARKETS FOR IDEAS: AN INVESTIGATION ACROSS DIFFERENT TYPOLOGIES

Acquiring and selling knowledge through markets for ideas (MFIs) is one of the growing trends for organisations adopting the open innovation paradigm. However, the literature has showed that more in‐depth studies about how MFIs can be increasingly beneficial for both seekers and owners are needed. Thus, the present study aims to fill this gap by investigating the main characteristics of successful markets through the application of a multiple case studies methodology. Adopting two differentiation dimensions, four distinct categories of MFIs were spotted and analysed. Accordingly, seven propositions regarding different characteristics of knowledge owners, knowledge seekers, and ideas were posed. The propositions are also referred to the different categories of MFIs, thus highlighting similarities and differences across markets. Hence, this work offers a deepening of the understanding of MFIs, by providing implications both to increase the theoretical comprehension of the topic and promote the definition of suggestions and guidelines for stakeholders. Author(s) Garavelli, Claudio: Politecnico di Bari, Italy Messeni Petruzzelli, Antonio: Politecnico di Bari, Italy Natalicchio, Angelo: Politecnico di Bari, Italy Vanhaverbeke, Wim: Hasselt University, Belgium


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SESSION 8.2: PRODUCT DEVELOPMENT 1 WEDNESDAY, 11:00 ‐ 12:30

FACILITATOR: BRUNO WOERAN KARL LINDAHL 1½ FLOOR

McCarthy, Killian: Rijksuniversiteit Groningen, Netherlands

MANAGING PRODUCT INNOVATION IN HOMOGENOUS GOODS INDUSTRIES: AN EMPIRICAL INVESTIGATION

The literature on product innovation management (PIM) is largely based upon the study of high‐tech firms. But are high‐tech firms representative? In this paper we apply a widely‐used product innovation performance survey ‐‐Cormican and O'Sullivan's 2004 Best Practice Model‐‐ to quantify the differences between high‐ and low‐tech firms, in terms of product innovation performance. Of their five constructs, we show that while all five factors are necessary for innovation in high‐tech sectors, 'softer' factors ‐‐such as 'culture and climate', 'communication and collaboration'‐‐ have the greater influence on low‐tech firms. Communication within the firm, and collaboration between firms are, we find, of particular importance to low‐tech firms, while 'harder factors' ‐‐such as 'strategy and leadership', 'planning and selection', or 'structure and performance'‐‐ have an insignificant effect. In doing so, we extend the discussion of product innovation management, and demonstrate a number of important differences between high and low‐tech firms. Author(s) Kearney, Claudine: University College Dublin, Rep. of Ireland McCarthy, Killian: Rijksuniversiteit Groningen, Netherlands

Wolfram, Pierre: Friedrich‐Alexander University of Erlangen‐Nuremberg, Germany

DIFFERENCES IN NEW PRODUCT DEVELOPMENT IN EUROPE AND ASIA

From research on Western new product development (NPD) practices a rich body of literature has emerged. However, the impact of country specific and cultural influences has not been examined yet. This study is a first attempt to identify differences in NPD practices between R&D subsidiaries in Germany, China and India within multinational companies. Data has been generated by qualitative interviews with Research and Development (R&D) executives in those countries across multiple cases. The study samples strategic, organizational and operational aspects indicates definite differences in process coordination, rewarding systems, the use of creativity techniques in NPD, market orientation and the average age of NPD teams. Other aspects like strategic targets, the management involvement, etc. show rather slight differences across the countries. Hence, findings suggest that while some aspects are universally applicable across cultural frontiers, Western companies have to understand different expectations regarding NPD in India and China by adjusting practices accordingly. Author(s) Brem, Alexander: Friedrich‐Alexander University of Erlangen‐Nuremberg, Germany Wolfram, Pierre : Friedrich‐Alexander University of Erlangen‐Nuremberg, Germany

Smirnova, Maria: Saint Petersburg State University, Graduate School of Management, Russia Rebiazina, Vera: National Research University, Higher School of Economics, Russia

ARE RUSSIAN PRODUCT INNOVATIONS MARKET‐DRIVEN?

The paper aims at adding to existing theory on the role firm innovativeness in driving firm performance with the focus on product innovation. Product innovation is in center of attention for emerging economies, while Russia is rather loosing positions in competing via offering innovative offerings in comparison to other BRIC economies. Following existing theory on innovation ‐ performance relationship, direct and indirect effects of market orientation on firm performance are being tested. Since there is still no substantial research evidence on the mediating effect of innovativeness on market orientation ‐ performance link in emerging economies, our study aims to close this gap. The study is based on empirical survey of 204 Russian innovative firms with multiple respondents approach. The results confirm existing differences, depending on the level of product innovativeness, as well as illustrate variation in the role of market orientation subdimensions and dimensions of product innovation on firm performance. Author(s) Smirnova, Maria: Saint Petersburg State University, Graduate School of Management, Russia Rebiazina, Vera: National Research University, Higher School of Economics, Russia

Nagahira, Akio: Tohoku University, Japan

COMPARATIVE STUDY ON FFE ACTIVITIES BETWEEN KOREAN AND JAPANESE NPD

Recently, Korean manufacturing companies have been enjoying considerable success leading the world market in many different product fields. We analyzed 293 new product development(NPD) projects in Korean manufacturing firms and 540 NPD projects in Japanese manufacturing firms using a Structural Equation Modeling (SEM).The results suggest that an early reduction of market uncertainty before development has a positive impact on the effectiveness of NPD project success in both Korean and Japanese companies. Japanese manufacturing companies mainly paid attention to efficiency as an NPD project success, therefore their efforts in the reduction of technical uncertainty supported by their R&D activities did not contribute to NPD projects' success. On the contrary, Korean manufacturing companies make much more serious effort to reduce market uncertainty compared with Japanese companies. We assume that this finding might be a leading explanation regarding the reason why Korean products presently have competitive advantages against Japanese products. Author(s) Nagahira, Akio: Tohoku University, Japan Ishihara, Sumie: Tohoku Univeristy, Japan

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SESSION 8.3: COLLABORATION: KNOWLEDGE SHARING WEDNESDAY, 11:00 ‐ 12:30

FACILITATOR: FRANK LILLEHAGEN JUHO RISSANEN 1½ FLOOR

Garcia, Marian: Kent Business School, United Kingdom

ENGAGEMENT IN INNOVATION KNOWLEDGE SHARING: EXPLORING THE LINK TO CREATIVITY

There is increasing interest in online communities as a channel of innovation for companies. However, research to date has been limited in examining the crucial issue of sustained participation to generate disruptive change and so we need to understand the behavioural consequences of engagement in terms contestants' creativity. To address this gap in the literature, this paper draws from job engagement theory and the theory of job design to develop theory that positions solver engagement as a key determinant of creativity in online innovation contest. In particular, we build on Kahn's work to describe how solver engagement incorporates a tripartite taxonomy of cognitive, emotional and physical engagement aspects. This article provides important implications for managers interested in crowdsourcing as a channel of innovation. It devotes specific attention to the role of solver engagement as a key determinant of creativity in online innovation contests. Author(s) Garcia, Marian: Kent Business School, United Kingdom

Cantu, Chiara: Cattolica University, Italy

KNOWLEDGE INTERMEDIARIES AND BUSINESS MENTORS. THE RISING OF CO‐MANAGED INNOVATION.

The main aim of this work is to investigate the development of innovation through the interorganizational relationships. Focusing the attention on the relational perspective of technology transfer, the paper analyses the role of the Science Parks and the Incubators in order to support the management of business relationships among heterogeneous organizations. The outlining of interconnected relationships overcomes geographic proximity and supports the rising of the Learning Network. The research results, founded on empirical evidences, are mainly ascribable to the ability of the Science Parks and the Incubators to support the development of knowledge in business ideas, and the transformation of business idea in business plan, facilitating the sharing and the combining of heterogeneous knowledge among different actors. Author(s) Cantu, Chiara: Cattolica University, Italy

Husted, Kenneth: University of Auckland Business School, New Zealand

DUAL ALLEGIANCE, KNOWLEDGE SHARING AND KNOWLEDGE PROTECTION: AN EMPIRICAL EXAMINATION

This paper tests empirically a previously developed proposition that the allegiance of individual research and development employees to either their own firm or the external research and development collaboration in which they participate or to both these entities influences their knowledge sharing behavior. Analyzing original data collected through 50 interviews that took place in 2011 and 2012 in the research and development units of two global firms in Finland, the United States, and China we confirm that there is such a relationship. We also confirm that allegiance types can be classified as four distinct types ‐ lone wolves, gatekeepers, gone natives and company soldiers. Each type leads to certain behavior in terms of knowledge sharing and/or knowledge protection. Author(s) Husted, Kenneth: University of Auckland Business School, New Zealand Michailova, Snejina: University of Auckland Business School, New Zealand Olander, Heidi : Lappeenranta University of Technology, Finland

Ritala, Paavo: Lappeenranta University of Technology, Finland

KNOWLEDGE SHARING, KNOWLEDGE LEAKING AND INNOVATION PERFORMANCE: AN EMPIRICAL STUDY

External knowledge sharing and knowledge leakage often pose a strategic dilemma when innovation activities are conducted in contemporary firms. This study focuses on both the positive and the challenging sides of this phenomenon. In particular, we empirically examine the effects of the firm's external knowledge sharing on innovation performance, and the role of the accidental and intentional leakage of business critical background knowledge in this setting. Results based on a survey study on 150 Finnish technology‐intensive firms show that external knowledge sharing has a positive effect on innovation performance, but high levels of accidental and intentional knowledge leakage from the firm negatively moderate this relationship. These results contribute to our understanding of the potentially positive and negative issues related to external knowledge sharing and knowledge leakage ‐ which has so far remained under‐researched in empirical terms. Author(s) Ritala, Paavo: Lappeenranta University of Technology, Finland Olander, Heidi: Lappeenranta University of Technology, Finland Michailova, Snejina: The University of Auckland Business School, New Zealand Husted, Kenneth: The University of Auckland Business School, New Zealand

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SESSION 8.4: INNOVATION MEASUREMENT & ASSESSMENT 1 WEDNESDAY, 11:00 ‐ 12:30

FACILITATOR: JOANNE HYLAND TARJA HALONEN 1½ FLOOR

Mount, Matthew: University of Kent, United Kingdom

AN INTEGRATED FRAMEWORK FOR THE ASSESSMENT OF ORGANIZATIONAL INNOVATION

The ability to evaluate and assess the cumulative impact of innovations positively influences organizational capabilities and competitive advantage. However, existing literature suffers from a rich vocabulary, which causes confusion regarding fundamental concepts of type, magnitude, and levels of analysis. Despite several attempts to categorize the literature, to date no framework exists that aggregates disparate findings into a coherent and sequential framework. This study consolidates the extant literature to establish connections between multiple dimensions of innovation. Following a systematic review of 349 papers, we adopt specific dimensions, and suggest inter‐dimensional relationships, as well as a sequential process for evaluating the cumulative impact of organizational innovation. The study proposes a new framework comprising development processes, referent, type, form, and magnitude and impact characteristics. The framework can assist the study of different innovation categories along multiple dimensions and their associated effects in more depth. Author(s) Mount, Matthew: University of Kent, United Kingdom Milewski, Simon: University of York, United Kingdom

Schepurek, Steven: Detecon International GmbH, Germany

INNOVATION PERFORMANCE MEASUREMENT: KPIS FOR GOAL‐SETTING

Along with the current imperative for innovation comes the need to adequately measure and steer a firm's innovation activities. However, conventional performance measurement approaches alone are ill‐suited for this purpose: financial returns occur with a huge delay, and it is generally difficult to isolate the role of innovation from other business activities in terms of overall company performance. Based on a comprehensive literature review and expert interviews with seasoned ICT innovation professionals from Microsoft, IBM, Huawei, SAP and the Plug & Play Technology Center, this paper proposes a synthesized framework for innovation performance measurement and a set of validated (proxy) KPIs suitable for assessing and driving the innovation performance of companies. We elaborate on the pitfalls and real‐life propensity of these metrics and provide avenues for implementation and future research. Author(s) Schepurek, Steven: Detecon International GmbH, Germany Dulkeith, Eric: Detecon Inc., USA

van Putten, Alex: Wharton Busienss School, USA

VALUING FLEXIBILITY IN PURSUIT OF UNCERTAIN INVESTMENTS WITH EXTRAORDINARY VALUE

This paper describes a methodology that values projects by how they are managed, rather than hoped for terminal values. Using a unique approach to creating and valuing flexibility in a project, we can determine both the optimal development path for uncertain projects and the value of that path. Financial tools such as net present value (NPV) are flawed when applied to the valuation of truly innovative and highly uncertain projects. Traditional DCF analysis relies on projections of long‐term cash flows that are notoriously unreliable when uncertainty is high. The result is false negatives through which many promising projects are rejected because the NPV is negative. In this paper we present an alternative method for planning, valuing and executing highly uncertain projects in a rigorous yet intuitive manner. It is based on learning, baked in to the project in the form of progressive learning events, or Checkpoints. Author(s) van Putten, Alex: Wharton Busienss School, USA MacMillan, Ian : WWharton Business School, USA Pierantozzi, Ron: Wharton Business School, USA

Golembiewski, Birte: University of Muenster, Germany

ENHANCING PATENT ANALYSIS AS MEASURE FOR INNOVATION

Electric mobility is currently discussed in academia and industry since the stability of future energy supply and associated environmental consequences are uncertain. Examining the research and development status of battery technologies for electric vehicles at the interface of the chemical and automotive industry requires the usage of patents as technological indicators. By analyzing the patenting activities for each step of the designed battery value chain individually and in comparison with each other, research trends regarding technologies associated to batteries focusing on application in electric vehicles become apparent. Although the distribution of patents reveals an emphasis on active components, the high number of patents covering more than one value chain step confirms the idea of considering the whole value chain in research and development. Therefore, implications for innovation managers to deal with the interaction of the affected industries in the technological field of battery electric vehicles can be deduced. Author(s) Golembiewski, Birte: University of Muenster, Germany vom Stein, Nicole: University of Muenster, Germany Sick, Nathalie: University of Muenster, Germany Leker, Jens: University of Muenster, Germany

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SESSION 8.5: IDEAS & IDEATION WEDNESDAY, 11:00 ‐ 12:30

FACILITATOR: ANTON DE WAAL MEETING ROOM 302 3RD FLOOR

Vagn, Anna Rose: Aalborg University / Copenhagen, Denmark

TOWARDS A NEW FRAMEWORK OF IDEA MANAGEMENT AS ACTOR NETWORKS

Management of innovation idea development in front‐end innovation of R&D organizations has shown to be a challenging task. This paper presents the preliminary results of a PhD project concerning idea management in front‐end innovation of R&D organizations. Through theoretical and empirical investigations of managing activities in front‐end idea development, an indicative analysis in the perspective of actor network theory is performed. The analysis show how managers and employees navigate in a complex environment of organizational structures, technical features and design, creativity and social interaction. The analysis inputs an initial conceptualization of a new theoretical framework of idea management. The theoretical framework suggests a dynamic network structure comprised of the dimensions of space, content, and process. Author(s) Vagn, Anna Rose: Aalborg University / Copenhagen, Denmark

Bergendahl, Magnus: SCA Hygiene Products AB, Sweden

HIGH PERFORMERS IN IDEATION: A STUDY OF MOTIVATIONAL FACTORS IN IDEATION MANAGEMENT

As innovation today is one of the keys to success for firms, creativity among its employees becomes a key asset and the understanding about what motivates employees in ideation is consequently of high interest. This article addresses differences in motivation among high‐ and low performers in ideation and contributes to existing theory by enhancing the understanding about what characterizes motivation among ideation high performers. The quantitative analysis used is based on a study performed at a multinational fast moving consumer goods company based in Sweden, surveying employees' performance, motivation and their preferences towards collaboration and competition. Among key findings is the possible combination of collaboration and competition mechanisms as motivating means in firms' ideation management. Author(s) Bergendahl, Magnus: SCA Hygiene Products AB, Sweden Magnusson, Mats: KTH, Stockholm, Sweden Björk, Jennie: KTH, Stockholm, Sweden

Posch, Stefan: Integrated Consulting Group Innovation GmbH, Austria

24H ‐ INNOVATION MARATHON

This presentation shows a case study of a very successful practice of an open idea generation event. 55 students worked simultaneously for 24 hours nonstop on real case problems of 11 companies. The companies came from different industries and were different in size. They formulated very different creative challenges: from hard technical challenges to marketing concepts to business model innovation. The teams had to create new solutions to these challenges within one day with no time for sleep. The feedback of the company representatives who collected the results after 24 hours proved that the teams high quality results where never expected. They could easily compete with (if not surpass) results created by the companies experts. We will share design and key success factors of this event, as well as some of the results and what can be learned from it for company internal ideation processes. Author(s) Posch, Stefan: Integrated Consulting Group Innovation GmbH, Austria Waldner, Roland: Philips Austria, Austria Fallast, Mario: Technical University Graz, Austria

Riel, Andreas: UJF‐UFR PHITEM, France

A REFERENCE PROCESS MODEL FOR STRUCTURED IDEATION

Because of the increasing innovation pressure today, it is indispensable for companies to act pro‐actively in facilitating the generation of ideas with innovation potential. This paper presents the creation of a reference stage‐gate process model for ideation activities in the early fuzzy front‐end of New Product Development (NPD). The work is based on a unique empirical approach that combines the results from NPD research with insights gained from expert interviews of key innovation stakeholders in industry in order to come up with a list of key success factors for the ideation process. These factors provide the pillars for the design of an ideation reference process model from which company‐specific ideation processes can be derived taking into account the organisation's specific context and innovation culture. The model has been validated in the corporate context of a large German automotive tier 1 supplier. Author(s) Riel, Andreas: UJF‐UFR PHITEM, France Neumann, Martin: KSPG AG, Germany Ili, Serhan: ILI CONSULTING, Germany

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SESSION 8.6: REGIONS, GOVERNMENT & POLICY WEDNESDAY, 11:00 ‐ 12:30

FACILITATOR: LEONA FITZMAURICE VIKTOR JULIUS VON WRIGHT 3½ FLOOR

Nedin, Christopher: Department of Industry and Innovation, Australia

GOVJAM A NEW APPROACH TO PUBLIC POLICY

The public sector faces increasing expectations from government and citizens (which include more cost effectiveness, greater inclusiveness, and better targeted solutions). Also, governments today face major, complex, challenges such as climate change, ageing populations, food security, etc. These expectations and challenges require new approaches to develop new solutions. Innovation in the public sector is about creating an environment where people are allowed, encouraged, and are able, to try new approaches. One such methodology is GovJAM, which brings a diverse group of interested parties together to get a better range of viewpoints on the problem and potential solution. It works by using the group's varied experience to correctly identifying the right question to be asked, rather than assuming we know the question, then, brainstorming, 'hashing', or 'jamming', and prototyping a solution. This method can produce new insights into customer needs and requirements, and deliver better targeted policies and services. Author(s) Nedin, Christopher: Department of Industry and Innovation, Australia

O'Neale, Dion: Callaghan Innovation, New Zealand

INNOVATION BY THE NUMBERS: AN ANALYTIC APPROACH

Innovation and technological change play an important role in theories of endogenous economic growth. Yet current models do not explain the specialisation of countries and regions, and why these regions experience different rates of growth. The availability of large data sets relevant to scientific and technological innovation, such as patent and publication records, allow us to make use of complex systems and network science approaches, and to take a data analytic approach to innovation. We describe several recent approaches, which can be used to gain insight into scientific innovation and its economic effects, before presenting "patent space" ‐ a network representation of regionalised patent records that allows analysis of patentable innovation. Examples showing national, regional and temporal effects in innovation are used to illustrate the use of the technique. Author(s) O'Neale, Dion: Callaghan Innovation, New Zealand Hendy, Shaun: MacDiarmid Institute of Nanotechnology, Victoria University of Wellington and Callaghan Innovation, New Zealand

Sarkkinen, Minna: LUT, Finland

STRUCTURAL EQUATION MODELLING OF INNOVATION CAPABILITY FACTORS IN A REGION

The development of the innovation capability of firms represents activities that enable the transformation of firms and the regional entity toward improved performance, which is the target of the policymaking. However, every region is unique and thus any optimal regional policy approaches do not exist. Although, it has been recognized that complementarity between various innovation capability factors has an important role in achieving excellent performance, the innovation research has less examined the interaction dynamics between functional innovation capability factors, particularly in regional context. The purpose of the study is to increase understanding on the mechanisms influencing innovation. The study makes an effort to use SEM to identify the interrelationships between five innovation capability factors and their importance in a regional context to support decision making. The PLS‐SEM provides statistical evidence for the existence of the structure integrating five factors with five relationships between them. Author(s) Sarkkinen, Minna: LUT, Finland Kässi, Tuomo: LUT, Finland

Han, Chunjia: Southampton University, United Kingdom

EVALUATING THE HIGH‐TECH INDUSTRY'S R&D EFFICIENCY: AN EMERGING‐MARKET PERSPECTIVE

Research and development (R&D) investment activity plays a crucial role in developing high‐tech industries, especially in large developing countries. In recent decades, China has made sustained investments in its domestic high‐tech industries, with the goal of increasing their productivity. This paper investigates the effect of this investment on relative R&D efficiency across China's high‐tech sectors. Our analysis indicates that overall R&D investment efficiency did not increase from 1998 to 2009, despite R&D expenditure increasing by 2188%. Over the same period, most sectors suffered decreasing returns to scale (DRS), presumably also reflecting the inefficient R&D investment. Most of the sectors showed significant fluctuation on R&D investment efficiency over the period. This research result indicates that the problem of China's high‐tech industry may be from the inefficiency of its technology commercialization processes, and therefore represents a critical parameter for policy makers and managers seeking to improve the performance of China's high‐tech industry. Author(s) Han, Chunjia: Southampton University, United Kingdom Thomas, Stephen : Southampton University, United Kingdom

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ARDS 8A: COLLABORATION FOR INNOVATION WEDNESDAY, 11:00 ‐ 12:30

FACILITATOR: JENS LEKER MEETING ROOM 303 3RD FLOOR

Beck, Mathias: University of Zurich, Switzerland

IMPACT OF PUBLICLY PROMOTED COLLABORATIVE R&D PROJECTS ON INNOVATION PERFORMANCE

Policy makers have an increasing interest in designing appropriate public R&D subsidies programs to stimulate national innovativeness. This study investigates the effects of public R&D subsidies on innovation output under consideration of different collaboration patterns among other firm characteristics like firm size and firm age. Additionally, the study further distinguishes if a firm is more research or development orientated. The study aims at designing appropriate R&D subsidy policies, adjusting funding rules and conditions conducting to higher innovation performance. The empirical analysis uses firm level data from five waves (1999, 2002, 2005, 2008, and 2011) of the Swiss innovation survey. The preliminary findings suggest that collaboration diversity, firm age and size matter in the presence of public R&D subsidies for innovation output. Author(s) Beck, Mathias: University of Zurich, Switzerland Lopes Bento, Cindy: KU Leuven, Belgium Schenker‐Wicki, Andrea: University of Zurich, Switzerland

Juhola, Tomi: University of Turku, Department of Information Technology and Lindorff Finland Oy, Finland

AGILE METHODOLOGIES AS PROCESS INNOVATION DRIVERS

Software development organizations use agile software development in order to e.g. increase transparency, reduce waste, and better meet customer expectations. Agile has also been seen as an enabler for relentless product innovation which is critical for growing amount of modern businesses. Innovations and innovation management have been researched using diverse contexts, models and viewpoints. Due to this there are many innovation related studies also in the agile software development context. However, there seems to be little, if any, research on how the agile teams and the related stakeholders innovate. We are especially interested in what kind of process innovations are developed while using agile methodologies and how do these happen. This Submission describes the planned research that aims to uncover the connection between agile software development and process innovations, as well as bring forward the concrete means to increase the chance of process innovations. Author(s) Juhola, Tomi: University of Turku, Department of Information Technology and Lindorff Finland Oy, Finland Hyrynsalmi, Sami; Mäkilä, Tuomas: University of Turku, Business and Innovation Development BID, Finland Leppänen, Ville: University of Turku, Department of Information Technology, Finland

Yip, Man Hang: University of Cambridge, United Kingdom

HEALTHCARE PRODUCT‐SERVICE SYSTEM DEVELOPMENT: WHICH STAKEHOLDER TO ENGAGE AND WHEN?

A literature review has highlighted three gaps in stakeholder engagement in healthcare product‐service system (PSS) development: the reviewed existing PSS classification schemes have confused intangible products with services; most proposed models of new PSS development process lack an holistic approach; and who apart from customers are stakeholders of a new development. Drawing from ten recently completed case studies that involved twenty‐two new products, services and PSS in the healthcare and wellness industry, two techniques addressing the three literature gaps are generated. They are (1) a four‐level framework for multiple stakeholder identification and (2) a PSS characterisation approach. Both techniques intended to support early stage new PSS development for practitioners and contribute to the academic discussions in innovation management, new product and/or service operations management and product and/or service marketing. This paper summarises the literature review, presents the two new techniques and their implications. Author(s) Yip, Man Hang; Phaal, Robert; Probert, David: University of Cambridge, United Kingdom

Zunk, Bernd Markus: Graz University of Technology, Austria

NEW DEMANDS ON INNOVATIVE SUPPLIERS: UNDERSTANDING INDUSTRIAL CUSTOMER MOTIVATION

To gain long‐term business success in highly competitive industrial markets, suppliers need to do better than just to deliver innovative products and services to their customers. Innovative suppliers have to understand the motivation of industrial customers to collaborate in long‐term business relationships. To get a deeper knowledge of the factors influencing industrial customers' motivation to collaborate this paper introduces a twelve‐part literature based motivation profile. To test this profile, a dataset from a survey with 118 decision makers from industrial firms was used. The results show that apart from providing innovation, high flexibility, objectivity, "freedom in the relationship" and protection against significant disadvantages from erroneous actions of the supplier seem to be of great importance for industrial customers. Author(s) Zunk, Bernd Markus; Koch, Volker: Graz University of Technology, Austria Veldman, Jasper; Schiele, Holger : University of Twente, Netherlands Platts, Michael James: University of Cambridge, United Kingdom

Lindhult, Erik: Mälardalen University, Sweden

SERVICE INNOVATION CAPABILITIES IN LARGE INDUSTRIAL COMPANIES

Servitization in industrial companies requires improvement in capabilities for service innovation. The purpose of this paper is to describe and exploratory apply a recently developed multidimensional framework of capabilities for service innovation management (den Hertog, et al., 2010) based on six dimensions; sensing user needs and technological options, conceptualization, bundling and unbundling, coproducing and orchestrating, scaling and stretching, and learning and adaptation. We tentatively explore its contextualization in industrial settings based on two cases which are part of an ongoing action research collaboration. Based on varied sources of qualitative data material challenges and preferred practices are indicated as well as service innovation conditions in industry. The analysis based on the framework points to its contextualized usefulness for assessing service innovation capabilities in industrial companies. Author(s) Lindhult, Erik: Mälardalen University, Sweden

Salminen, Vesa: Lappeenranta University of Technology, Finland

SUSTAINABILITY SERVICES INNOVATION MODEL

In order to sustain competitive advantage, manufacturing companies are expanding their product offering to also provide lifecycle services. By doing so, these leaders are expanding their value proposition multidimensional by concurrently creating strong potential through developing more sustainable customer‐engaging products, co‐innovating sustainable services together with their partners, and collaborating to create integrated new sustainable business technologies. Companies today are facing increasing complexity to execute profitably on continuous sustainable business transition. This article will demonstrate that sustainability is not only the goal but also the means. It introduces a new strategic concept, sustainability service innovation model, for utilizing sustainability as a business and innovation driver to facilitate the transition of industrial business towards the new service economy. Sustainability is creating significant impact and opportunities where business, technology and innovation intersect. Author(s) Salminen, Vesa: Lappeenranta University of Technology, Finland

80

ARDS 8B: FORESIGHT & FUTURE ORIENTATION WEDNESDAY, 11:00 ‐ 12:30

FACILITATOR: RENÉ ROHRBECK / CINZIA BATTISTELLA MEETING ROOM 304 3RD FLOOR

Mühlenhoff, Judith: University of Potsdam, Lehrstuhl für Innovationsmanagement u. Entrepreneurship, Germany

THE ROLE OF INTERMEDIARIES IN CULTURE‐DRIVEN INNOVATION AND FUTURE ORIENTATION

This research is motivated by the neglected potential of cultural resources for innovation and future orientation of the organization from a view of knowledge brokering by intermediaries. It aims to reveal how and why firms absorb cultural resources through intermediaries. A case study of two manufacturers of premium interior products illustrates the roles and functions of intermediaries and their relationship with the key person (boundary spanner) inside the organization. In the described cases intermediaries play a very active role and fulfil various functions from exploring and scanning to managing and mediating insights and people. An evolutionary and a radical approach in integrating cultural resources were detected and influenced by the density of the relationship between intermediary and boundary spanner. The benefits of this study lies in a better understanding of underlying processes of absorbing cultural resources for practitioners from foresight, innovation management, and strategy, as well as intermediary organizations. Author(s) Mühlenhoff, Judith: University of Potsdam, Lehrstuhl für Innovationsmanagement u. Entrepreneurship, Germany

Rohrbeck, René: Aarhus University, Denmark

INTRODUCING THE COMPETITIVE‐DIMENSION TO CORPORATE FORESIGHT

While the competitive dimension plays an important role in strategy, the aspect of competitors seems to be rather neglected in corporate foresight. In this paper we want to shed some more light on this underexplored field of corporate foresight. The literature review discusses approaches in corporate foresight, in particular scenario planning and business wargaming, which address competitive dynamics. Further, literature on competitive strategy is discussed to assess approaches towards the identification of new rivals. One can conclude that there is an absence of structured approaches or frameworks towards the competitive dimension in corporate foresight. In the paper an illustrative case study is discussed, with a first attempt to provide a framework for structuring the competitive dimension in corporate foresight. Author(s) Schwarz, Jan Oliver: EBS Business School, Germany Rohrbeck, René: Aarhus University, Denmark

Poteralska, Beata: Institute for Sustainable Technologies ‐ National Research Institute, Poland

IMPLEMENTATION AND EVALUATION OF FORESIGHT RESULTS: EXPERIENCES AND LESSONS LEARNED

The article concerns the emerging issue of foresight implementation and evaluation. Although foresight is well known and used across the world, its efficiency and the effectiveness of its application is not yet at a credible level. Although numerous foresight projects are executed, different approaches towards foresight evaluation can be found, theoretical bases for foresight evaluation are created and some practical attempts are undertaken to evaluate foresight results, there is still a lack of a complex foresight evaluation methodology, particularly concerning the evaluation of its results. The authors present practical examples of already conducted evaluations of foresight results together with examples of existing systemic frameworks for the evaluation of foresight projects. The main outcomes comprise a set of methods that can be applied for the evaluation of foresight results and recommendations concerning the further development of methods and tools for foresight project evaluations. Author(s) Mazurkiewicz, Adam: Institute for Sustainable Technologies ‐ National Research Institute, Poland Poteralska, Beata: Institute for Sustainable Technologies ‐ National Research Institute, Poland Sacio‐Szymańska, Anna: Institute for Sustainable Technologies ‐ National Research Institute, Poland

Vishnevskiy, Konstantin: National Research University Higher School of Economics, Russia

EMPLOYING FORESIGHT METHODS FOR CREATING STRATEGIES OF NEW MATERIALS DEVELOPMENT

Development of new materials sector represents one of the most promising scientific and technological trends on which depends the growth of key sectors of national economy. Paper focuses on Foresight for the field of new materials and gives special consideration to the case study of prospects of carbon fibers that is one of the most promising areas of new materials. We suggest to use roadmap as a final stage of Foresight. It provides a comprehensive approach to strategic development of the subject area within the unique time scale, containing indicators of quantifying economic effectiveness of the potentially prospective technologies and products which possess high demand potential and attractive consumer properties. It represents a combination of desk research, expert procedures and scenario development. Author(s) Vishnevskiy, Konstantin: National Research University Higher School of Economics, Russia

Labedzka, Joanna: Institutue for Sustainable Technologies ‐ National Research Institute, Poland

STRATEGIC PLANNING IN RESEARCH ORGANISATIONS WITH FORESIGHT‐BASED HYBRID MODEL

The main aim of the paper is to present the foresight‐based hybrid model for indicating future innovative technologies with the use of expert knowledge and quantitative methods, including artificial intelligence techniques. The elaborated model is dedicated to research organisations that not only conduct scientific research, but also develop technological solutions. Because of the consequences of decisions, the model is based both on qualitative approaches and expert knowledge, but also employs quantitative methods to outline measurable indicators enabling an objective and methodically justified risk assessment of technology development and investments in scientific research. The proposed model consists of complementary algorithms that enable identification of key variables and priority technologies and determination of scenarios probability. The paper also presents results of the model verification performed in the Institute for Sustainable Technologies ‐ National Research Institute in Radom, Poland (ITeE ‐ PIB) within the technology foresight project. Author(s) Labedzka, Joanna; Mazurkiewicz, Adam: Institutue for Sustainable Technologies ‐ National Research Institute, Poland

81

SESSION 9.1: NETWORK POSITION AND ENGAGEMENT WEDNESDAY, 14:00 ‐ 15:30

FACILITATOR: KAISA STILL SILTASAARI 1ST FLOOR

Miller, Michelle: MMBD, Michelle Miller Business Design, USA

EVERYONE HAS A ROLE: WHOLE SYSTEM ENGAGEMENT MAXIMIZES COLLABORATION

It is possible to engage stakeholders in a way that builds collaboration, maximizes individual contribution and creates stronger, more relevant solutions and organizations. To accomplish this, we expand the notion of stakeholder management to whole system stakeholder engagement. Furthermore, the stakeholder map, a key tool of stakeholder management, can be redesigned to support these goals. Through a case study, we examine how stakeholder engagement and a first iteration of the stakeholder map were used for a project with Suncorp Commercial Insurance. Seeking to make the tool as effective as possible, we look at a second iteration of the stakeholder map, which seeks to bring together all voices in a system to create a shared purpose and realize mutual benefit. Once redesigned for whole system engagement, the map presents a truer picture of the dynamics of collaboration. Author(s) Miller, Michelle: MMBD, Michelle Miller Business Design, USA

Perrone, Giovanni: Università degli Studi di Palermo, Italy

HOW A FIRM'S NETWORK POSITION INFLUENCES DIFFERENT INNOVATION PERFORMANCE

This study represents a step towards developing a more comprehensive understanding of network embeddedness on several types of innovation performances, an issue largely ignored from literature. We build a theoretical framework linking four types of network embeddedness features with patent propensity and the likelihood to develop new products. We test our framework in the biotech context. We find that network features related to information volume, such as reachability, influence patent propensity, while those mainly related to information diversity, such as bridging structure holes, mainly influence the likelihood to develop new products. We also find that network features related to information richness influence both the performance measures, even if differences hold between the respectively influence of repeated ties and cliques. Author(s) Mazzola, Erica: Università degli Studi di Palermo, Italy Perrone, Giovanni: Università degli Studi di Palermo, Italy

Rannikko, Heikki: Aalto University, Finland

RESOURCE MOBILISATION, EMBEDDEDNESS AND RISK‐ACCEPTANCE IN SMALL INNOVATIVE FIRMS

The overall objective of this paper is to study the role of practioners' communities in the resource mobilization process of small technology‐based firms. In order to better understand this phenomenon, a particular interested is paid in whether firm's embeddedness (Uzzi, 1997) in a community of practice is associated with a firm's ability to mobilise financial and operational resources and whether this ability is dependent on risk acceptance attitudes. The empirical findings show that embeddedness is directly associated with financial resource mobilization but not with operational resource mobilisation. However, a positive relationship between embeddedness and operational operational resource mobilisation seems to exist under high risk acceptance attitudes. In this study, firms are embedded in inter‐firm networks that are considered as practitioners' communities that are, at least partly, a consequence of collaborative research and development programmes. Therefore, the results also shed light on the role of national innovation policy. Author(s) Rannikko, Heikki: Aalto University, Finland

Cai, Jing: The University of Aberdeen Business School, United Kingdom

NETWORK EMBEDDEDNESS, INNOVATION STRATEGY AND FIRM PERFORMANCE

Drawing on an empirical study of 182 firms in five Chinese high‐tech and three traditional manufacturing industries, we advanced current theory on network embeddedness and innovation. We first set out a framework which demonstrates the relationship between network embeddedness and firms' adoption of innovation strategies, as well as the moderating effects of change dynamics on embeddedness and strategies. We then empirically examine the framework in the context of eight Chinese industries. Our findings show that both strong ties and weak ties (or structural holes) are conductive to firm innovation strategies. Our findings also indicate that both technological change dynamics and market change dynamics have positive moderating effects on the relationships between network embeddedness and innovation strategies. Author(s) Cai, Jing: The University of Aberdeen Business School, United Kingdom

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SESSION 9.2: PRODUCT DEVELOPMENT 2 WEDNESDAY, 14:00 ‐ 15:30

FACILITATOR: ANTON DE WAAL KARL LINDAHL 1½ FLOOR

Hsu, Teresa Tiaojung: Cheng Shiu University, Taiwan

IS PRODUCT ADVANTAGE REALLY IMPORTANT FOR PRODUCT INNOVATION?

In recent years, product innovativeness has increasingly been recognized a key factor in product innovation success. However, extant empirical findings in the relationship between product innovativeness and new product performance are contradictory. In this regard, some studies suggest that the ambiguous results may be due to an overly holistic conceptualization of product innovativeness. Other studies suggest that the concept of product innovativeness has partly overlapped with that of product advantage, and indicate that product advantage has the largest effect among the drivers of new product performance. Based on the dominant design theory and contingency theory, this study examines a sample of 194 manufacturing firm and suggests that product advantage mediates the relationship between product innovativeness and new product performance, and further proposes that the mediating effect of product advantage varies with the level of environmental context. Author(s) Hsu, Teresa Tiaojung: Cheng Shiu University, Taiwan Tsai, Kuen‐Hung: National Taipei University, Taiwan Liao, Yi‐Chuan: National Taipei University, Taiwan

Schallmo, Daniel: Institute of Technology and Process Management, Ulm University, Germany

AN APPROACH FOR DE‐COMMODISATION: EVALUATING AND ESCAPING THE COMMODITY TRAP

The purpose of this paper is to build a theoretical foundation of commodity traps and to develop a de‐commodisation process. Our research is based on expert interviews and on literature review which gives insight on commodity related definitions. The main findings were that although commodisation and commodity traps have been discussed in literature since the last years, a clear definition of the term and a structured de‐commodisation process that considers the financial damage of commodisation and options for de‐commodisation is still missing. The paper offers an approach for de‐commodisation including six relevant phases and an evaluation tool in order to measure the damage caused by commodisation. Our findings will be interesting to both researchers and practitioners. Author(s) Schallmo, Daniel: Institute of Technology and Process Management, Ulm University, Germany Osswald, Marc: Institute of Technology and Process Management, Ulm University, Germany Brecht, Leo: Institute of Technology and Process Management, Ulm University, Germany Kauffeldt, Julian: Institute of Technology and Process Management, Ulm University, Germany Welz, Kirill: Institute of Technology and Process Management, Ulm University, Germany

Spieth, Patrick: EBS Universität für Wirtschaft und Recht, EBS Business School, Germany

THE INFLUENCE OF PERCEIVED INNOVATIVENESS IN PRODUCT PORTFOLIOS

To support the successful implementation of product innovation strategies, we investigate the role of perceived product portfolio innovativeness (PPPI) as an antecedent to a brand‐related and a consumer‐related success measure. Thereby, we address shortcomings in extant research by applying a novel, consumer‐centric measurement approach which can help to overcome prevalent expert‐based measurement methods. Based on a consumer experiment, the effects of PPPI on brand equity and on adoption intention are analyzed. Our study reflects the multidimensional nature of PPPI and explores how technological PPPI affects product judgment and adoption intention through a direct and an indirect route. Increasing technological PPPI is found to support product judgment directly and indirectly via market PPPI. Market PPPI in turn deploys positive and negative consequences through its sub‐dimensions product superiority and adoption difficulty. Implications for scholars and management practitioners are discussed and directions for future research are provided. Author(s) Urhahn, Christian: EBS Universität für Wirtschaft und Recht, EBS Business School, Germany Spieth, Patrick: EBS Universität für Wirtschaft und Recht, EBS Business School, Germany Killen, Catherine: University of Technology Sydney, Australia

Hubert, Marco: Zeppelin University, Germany

EFFECT OF FLAGSHIP‐PRODUCTS ON THE PERCEIVED INNOVATIVENESS OF A FIRM

The decision‐making process of consumers is often characterized by a high degree of complexity. According to theories on heuristics, consumers frequently use key‐signals to cope with this complexity. Especially for multi‐product‐markets it is very important for companies to generate and communicate these signals that help to reduce the level of complexity. The communication of those signals that might result in differences of consumer's perception of a firm's innovativeness, its drivers and outcomes, is the specific innovation‐management aspect we want to focus on. Within two studies we showed that the investigation of perceived innovativeness is necessary and important for business research. Furthermore, the existence of a flagship‐product has a significant influence on the perception of a firm as being innovative. However, this influence is moderated by product‐fit, product‐perception and expertise. Altogether our findings contribute to a better understanding of the role of flagship‐products for innovation management and economic performance across industries. Author(s) Hubert, Marco: Zeppelin University, Germany Florack, Arnd: University of Vienna, Austria Enkel, Ellen: Zeppelin University, Germany Eberhardt, Tim: Zeppelin University, Germany Kenning, Peter: Zeppelin University, Germany

83

SESSION 9.3: COLLABORATION: HR, EMOTIONS & TRUST WEDNESDAY, 14:00 ‐ 15:30

FACILITATOR: FRANK LILLEHAGEN JUHO RISSANEN 1½ FLOOR

Jucevicius, Giedrius: Kaunas University of Technology, Lithuania

MANAGING TRUST IN INNOVATION CLUSTERS OF LATECOMER TECHNOLOGICAL FIRMS

The paper discusses the factors underlying the development of trust in the networks of technological firms in a latecomer country (Lithuania). Trust development is perceived as a non‐linear, cyclical phenomenon that is characterised by both positive and negative feedback loops that call for professional trust management. The analysis is focused on five major sets of factors: institutional, personal, social, professional and educational. The empirical survey focused on the technological firms, located in Science and Technology Park, Kaunas, Lithuania. It revealed generally high levels of inter‐organizational trust. Trust in buyer‐supplier relations was generally regarded as more problematic compared to knowledge exchange. Professional and personal (some legal) factors play the key role in enabling trust between the knowledge‐intensive firms, whereas institutional and educational factors appear to be the key in promoting trust on society level. Author(s) Jucevicius, Giedrius: Kaunas University of Technology, Lithuania Juceviciene, Rita: Kaunas University of Technology, Lithuania

Podmetina, Daria: Lappeenranta University of Technology, Finland

ROLE OF HUMAN RESOURCE PRACTICES ON INTERNAL AND EXTERNAL OPENNESS

Human resource (HR) practices are essential measures of how companies can influence and shape the skillset, attitudes and behaviour of individuals to do their work and systematize the work of the whole organization. The human side of open innovation (OI) has not been extensively studied. This paper aims to contribute to understanding of the role of HR related to OI phenomena by analyzing the HR practices in companies with different types of open innovation. We build the model for HR practices, internal and external openness and test it with PLS‐SEM modelling method using Smart PLS software with PLS tool. Our findings suggest that personnel education plays a key role in supporting corporate open innovation strategies. Internal motivation system and cross‐functional cooperation demonstrate to be valuable asset to support OI implementation. High estimation of human capital value leads to both external and internal openness of the organization. Author(s) Podmetina, Daria: Lappeenranta University of Technology, Finland Volchek, Daria: Lappeenranta University of Technology, Finland Dabrowska, Justyna: Lappeenranta University of Technology, Finland Fiegenbaum, Irina : Lappeenranta University of Technology, Finland

Olander, Heidi: Lappeenranta University of Technology/School of Business, Finland

RELATIONSHIPS OF PROTECTING PREREQUISITES OF INNOVATION, HRM, AND ORGANIZATIONAL TRUST

Nowadays, it is not only protection of the innovative output that counts, but also protection of knowledge and skills that enable continuous innovation. Therefore, human resources need to be acknowledged and HR management and practices need to be harnessed for such a task. This study examines how the motivation in firms to safeguard the prerequisites of future innovation relates to the strength of HRM‐related protection mechanisms that deal with harmful knowledge leakages and losing core knowledge with leaving employees. In particular, it reveals the strength of HRM for preventing knowledge leaving and leaking in different climates as it addresses the moderating effect of organizational trust in the relationship. Theoretical and empirical findings indicate that knowledge leaving and leaking are covered with formalized and softer types of mechanisms to different extents, that the motivation positively relates to them both, and that presence of organizational trust is particularly relevant considering knowledge leaving. Author(s) Olander, Heidi: Lappeenranta University of Technology/School of Business, Finland Vanhala, Mika: Lappeenranta University of Technology/School of Business, Finland Hurmelinna‐Laukkanen, Pia: University of Oulu/Oulu Business School, Finland Blomqvist, Kirsimarja: Lappeenranta University of Technology/School of Business, Finland

Haavisto, Piia: Laurea UAS, Finland

EMOTIONS TOWARDS INNOVATIONS IN DISCUSSION FORUMS ‐ OPPORTUNITY OR THREAT?

The purpose of this paper is to examine how consumer emotions towards innovation evolve along the online discussion. This is an empirical study based on substantial data collected from 22 discussion forums, of which 10 longest discussions were chosen for further analysis. The results show that discussants on online forums focusing on innovations express openly both negative and positive emotions. In these discussions, the negative emotions seem to be clearly dominating and being generally stronger than the positive ones. Although the emotions are usually first targeted to the innovation and its features, in a relatively short time, they tend to extend towards the whole firm. Our study shows how one angry or frustrated comment leads to another, and typically the whole discussion turns into a very negative, efficiently stopping a constructive discussion on innovation. Author(s) Haavisto, Piia: Laurea UAS, Finland Sandberg, Birgitta: Turku School of Economics, Finland

84

SESSION 9.4: INNOVATION MEASUREMENT & ASSESSMENT 2 WEDNESDAY, 14:00 ‐ 15:30

FACILITATOR: JOANNE HYLAND TARJA HALONEN 1½ FLOOR

Amadi‐Echendu, Joe: Graduate School of Technology Management, University of Pretoria, South Africa

SCHEMATIC FRAMEWORK FOR MEASURING FIRM INNOVATIVENESS IN NIGERIA'S PETROLEUM SECTOR

Innovativeness is an elusive concept that is highly context dependent. Development of indicators for measuring innovation and innovativeness of firms for all regions and all industrial sectors is a matter for ongoing discourse. A key question is whether indicators used by developing economies should be similarly applied to less developed and developing economies. The research briefly described in this paper is an attempt to understand how innovativeness should be measured in a developing economy context. The research focuses on identifying indicators that may be applied for measuring technological innovativeness of firms in the petroleum sector of a developing country. Based on a thorough review of extant literature, the paper provides a concise but novel definition of innovation. A schema that may be applied for the measurement of innovativeness of firms in an industrial sector is also derived from a synthesis of perplexing, and sometimes, conflicting theoretical perspectives of innovation. Author(s) Bubou, Gordon Monday: Institute of Engineering, Technology and Innnovation Management, University of Port Harcourt, Nigeria Amadi‐Echendu, Joe: Graduate School of Technology Management, University of Pretoria, South Africa

Pirttivaara, Mika: Aalto University School of Business Center for Knowledge and Innovation Research (CKIR), Finland Durst, Susanne: Aalto University School of Business Center for Knowledge and Innovation Research (CKIR), Finland

ASSESSING THE OUTCOMES OF COMPLEX INNOVATION ACTIVITIES INSIGHTS FROM ACSI

innovation mechanism based on self‐renewing networks and self‐organisation. The work is structured around real‐life complexities that arise from societal needs and demands. The aim is to co‐create of innovative solutions to tackle the wicked challenges of real life cases provided by public, private sector organizations and NGOs. This presentation examines the first insights how to assess ACSI like innovation activity and its impact in complex innovation ecosystems. Initial framework based on the EFQM model will be presented and some more focused examples will be given. However, there is a need to assess both the innovation process itself and its results and broader impact and therefore we need to create new ways to adapt the EFQM model. Author(s) Pirttivaara, Mika: Aalto University School of Business Center for Knowledge and Innovation Research (CKIR), Finland Durst, Susanne: Aalto University School of Business Center for Knowledge and Innovation Research (CKIR), Finland

Williams, Paul: Rolls‐Royce, United Kingdom

INNOVATION ASSESSMENT & INITIATIVE IMPLEMENTATION PROCESS

An innovation performance study sought to answer four specific research questions as follows: 1. How can innovation performance be measured? 2. How good is your innovation performance? 3. What barriers to achieving high performance innovation exist? 4. How can you achieve the highest levels of innovation performance? A survey has been devised which combines traditional indicators of high performance innovation with indicators from Open Innovation (OI) practices. A five‐step improvement action planning process in which an innovation practitioner can adopt to identify a series of initiatives needed to achieve world‐class innovation performance to the very latest innovation practices. The process has been tested on two distinctly different departments within a large aerospace organisation and has successfully identified 25 improvement initiatives that address 22 performance deficits. Author(s) Williams, Paul: Rolls‐Royce, United Kingdom

Menenti, Anna: MANS, Netherlands van Heeswijk, Huub: MANS, Netherlands

MEASURABLE ACCELERATION IN GLOBAL INNOVATION PROCESSES BY MANAGING BEHAVIOUR

Throughout the decades outsourcing has increasingly become integral part of the value engineering process. To keep this development sustainable for the long term more insight is needed regarding the leverages on micro level (e.g. team creativity) to foster a continuous flow of innovative ideas and concepts. This is crucial for the longevity of Western R&D activities. Common managerial methods in place (Design for Six Sigma, Lean) within the Research & Development (R&D) context are discussed, and its impact on team level. Second a case study is discussed including quantitative and qualitative data gathered within a large multinational R&D organization. The input was used to analyse and compare the determinant factors within teams that positively correlate with lead cycle times, leading towards a set of metrics that measure team set up and behaviour with the highest impact (R2), related to project complexity, on shortening lead cycle times. Author(s) Menenti, Anna: MANS, Netherlands van Heeswijk, Huub: MANS, Netherlands

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SESSION 9.5: CROWDS & CUSTOMERS WEDNESDAY, 14:00 ‐ 15:30

FACILITATOR: CHRISTINA GRUNDSTRÖM VIKTOR JULIUS VON WRIGHT 3½ FLOOR

Kirkels, Yvonne: Fontys Hogescholen, Netherlands

CROWD VOTING, A METHOD TESTED IN FAVOUR OF ENTREPRENEURSHIP

Crowdsourcing, especially crowdvoting, can be used as a method to establish the opinions of various people. We applied the protocol for crowdvoting in order to test if it is a successful means to identify qualities and characteristics of top entrepreneurs. We noticed that we needed to stimulate the crowd continuously in order to obtain responses. When a crowdvoting research is designed, a motivation strategy should be made which is appropriate to this kind of crowdsourcing method. The results indicate that the crowdsourcing theory with regard to the kind of crowdsourcing method and intervention attributes could be enhanced. This results with regard to top entrepreneurs are in line with the opinion in entrepreneurship education literature that personal characteristics are the 'essence' of what differentiates the entrepreneur from other individuals. Courses should transmit the entrepreneurial 'know how' (by learning by doing) and mature personal characteristics as far as possible. Author(s) Kirkels, Yvonne: Fontys Hogescholen, Netherlands Post, Ger: Fontys Hogescholen, Netherlands

Kosonen, Miia: Lappeenranta University of Technology, Finland

CHEER THE CROWD? EXPLOITING CROWDSOURCING AS A PROBLEM‐SOLVING STRATEGY

To gain more novel ideas and empower users to take part in innovation activities, many organizations outsource problem‐solving tasks to voluntary crowds. Yet a significant body of current knowledge concerns the characteristics of innovative users at the expense of the hosting organization and its actions. By reviewing literature from the fields of innovation management, knowledge management, marketing and e‐commerce, our study identifies 10 practices to facilitate innovation‐related problem solving among external crowds. Firstly, breeding user motivation calls for providing stimulating tasks, giving timely feedback, encouraging interaction, rewarding appropriately, building sense of community, and selecting the right communication technologies. Secondly, putting crowd know‐how into action is facilitated by assessing the degree and distribution of crowd know‐how, specifying tasks appropriately, providing support for task interpretation, and encouraging collaboration. Author(s) Kosonen, Miia: Lappeenranta University of Technology, Finland Henttonen, Kaisa: Lappeenranta University of Technology, Finland

Soliman, Wael: Aalto University School of Business, Finland

CROWDSOURCING AS A SOURCING STRATEGY FOR THE AMBIDEXTROUS ORGANIZATION

People‐driven, ICT‐enabled innovations have initiated a process of disruption in the journalism industry. In such turbulent environment, many players have retired, and many are yet to come. Surviving these complex conditions require a level of organizational ambidexterity that maintains a balance between exploitation of the known and exploration of the unknown, and embraces risk‐taking as a part of the evolution process. Focusing primarily on the content sourcing process in journalism, this paper provides a theoretically driven discussion (supported by real life examples) on the relationship between the organization, the crowd and technology. As such, the paper contributes to the ongoing discussion on the relationship between journalism and the crowd with two questions in mind: to what extent does the crowd represent a threat to the journalism industry? And to what extent could news organizations utilize this threat as a source of opportunity? Author(s) Soliman, Wael: Aalto University School of Business, Finland

Saur‐Amaral, Irina: IPAM ‐ The Marketing School, Portugal

REACHING POTENTIAL LEAD USERS THROUGH VIRTUAL COMMUNITIES

Reaching and monitoring customers/lead users is a costly process, due to the intrinsic nature of knowledge sharing process, which requires shared context and empathy with the firm. This affects SMEs, which are endowed with less financial and human resources to duly invest in it. We develop a netnographic‐based methodology, an alternative approach to identify potential Lead Users and their corresponding needs and views towards the consumption of a given product. We focus on the usage of online communities to reduce costs and study lead users close to non‐lead users, in a community environment. The stakeholders that may benefit from the outcomes are: entrepreneurs (possibility to apply a low‐cost, effective methodology to draw into the knowledge of potential lead users), policy‐makers (possibility to identify potential lead‐users for key technologies considered national priorities and also to develop more effective policies to enhance innovation in key areas) and also academic peers (recognized gap). Author(s) Saur‐Amaral, Irina: IPAM ‐ The Marketing School, Portugal

86

ARDS 9A: OPEN INNOVATION WEDNESDAY, 14:00 ‐ 15:30

FACILITATOR: EELKO HUIZINGH MEETING ROOM 302 3RD FLOOR

Laine, Mikko: Aalto University School of Science, Finland

INBOUND OPEN INNOVATION: OPPORTUNITY COSTS IN COMPLEX PRODUCT ENVIRONMENTS

This paper examines under which circumstances it is beneficial for a firm to commit scarce resources to inbound open innovation. Committing scarce resources will keep them away from the firm's regular product development, and thus hinder or halt that process. Managers' decisions hence bear potentially significant opportunity costs when assessing lost and expected performance benefits. Furthermore, depending on the characteristics of the firm's product and the industry the firm operates in, these decisions may yield notably differing performance outcomes. In this paper, this complex problem setting is researched utilizing computer simulation, in particular the NK‐model of rugged fitness landscapes. Engaging in open innovation is posited to result in better‐informed improvement changes to a firm's product. The varying dynamics are modelled using a wide range of key variable combinations. Finally, analysing the resulting simulation graphs, propositions are formulated. Author(s) Laine, Mikko: Aalto University School of Science, Finland

Busarovs, Aleksejs: innomaniacs LLC, Latvia

RALLYFIGHTER, CROWD DESIGNED VEHICLE, CASE STUDY OF OPEN INNOVATION.

Present paper scrutinizes case of Local Motors Company; producer of Rally Fighter, vehicle developed applying crowdsourcing approach. It is an example of radical innovation, both in development and production stages. Rally Fighter is manufactured on micro factory, assembled manually, by car's owner, only in 6 days. Development process is divided in small tasks, each solved by Internet community, in form of contests; thus substantially decreased development costs. In this case open innovations is manifested in intellectual property rights of final design, which is under creative commons license and is freely available in the Internet. During this research, winners of the contests were interviewed, in order to determine success factors of winning design. Results refuted initial hypothesis, that radical ideas are created by people from distant domain of knowledge. Ascertained that for successful design exists certain threshold of skills and knowledge. Author(s) Busarovs, Aleksejs: innomaniacs LLC, Latvia

Launonen, Pentti: Aalto University, Center for Knowledge and Innovation Research, Finland Kune, Hank: Educore, Netherlands

ORCHESTRATING OPEN INNOVATION NETWORKS: EXPERIENCES FROM A FINNISH RESEARCH PROGRAMME

The research on leadership of interorganizational networks appears to be comparatively recent, limited in number and concentrating predominantly upon for‐profit firms. Also orchestration of innovation networks seems to be a recent phenomenon. Our research advances these areas of research conceptually from public‐private networks point of view in dynamic ecosystems and also from a practice point of view, based on an action design research. Literature findings on orchestration of open innovation networks are discussed. These are followed by the findings from a Finnish research programme, verifying and expanding the concepts of determinants for innovation orchestration with network properties. The findings help innovation practitioners and researchers within the innovation management community to better understand collaborative practices in open innovation networks. Author(s) Launonen, Pentti: Aalto University, Center for Knowledge and Innovation Research, Finland Kune, Hank: Educore, B.V., Netherlands

Salampasis, Dimitrios: CRP Henri Tudor, Luxembourg

A TRUST EMBEDDED OPEN INNOVATION ADOPTION IN FINANCIAL SERVICES

The purpose of this conceptual paper is to identify the relevant factors that encourage the adoption of trust embedded open innovation strategies in the financial services sector. The concept of open innovation is considered a highly popular business model in relation to the openness an organization should develop so as to establish open innovation practices (Dahlander and Gann, 2010; Enkel et al., 2009). However, the multiple functions of trust regarding the adoption of open innovation strategies require thorough academic attention. Especially in the financial services sector where the adoption of open innovation strategies is quite obscure (Fasnacht, 2009; Martovoy and Dos Santos, 2012; Mention and Torkkeli, 2012), there is very limited empirical evidence regarding the development of specific measurable constructs which would establish a concrete theoretical and measurable framework of open innovation strategies adoption. Author(s) Salampasis, Dimitrios : CRP Henri Tudor, Luxembourg Mention, Dr. Anne‐Laure: CRP Henri Tudor, Luxembourg Torkkeli, Prof. Marko : Lappeenranta University of Technology, Finland

87

ARDS 9B: PEOPLE, CULTURE & KNOWLEDGE WEDNESDAY, 14:00 ‐ 15:30

FACILITATOR: PAUL ELLWOOD MEETING ROOM 303 3RD FLOOR

Jo, Haejin: Seoul National University, Korea, Republic of

MODELING THE IMPROVEMENT‐USER SATISFACTION RELATIONSHIP IN MOBILE APPLICATIONS

Due to the rapidly changing market and fierce competition in mobile applications, the continual improvement after the release becomes important approach in service innovation. In this situation, identification of called‐for aspects of improvement that exert significant effect on user satisfaction is of central importance for the successful innovation. This paper proposes a user‐review based decision tree approach for modeling the improvement‐user satisfaction relationship in mobile applications. The suggested approach captures the important characteristics of improvements‐ including intensity, degree and quality, and their impacts on the changes in user satisfaction from the user review data and transforms the improvement‐user satisfaction relationship into induction rules of tree structure, thereby facilitating the understanding of important aspects of improvement in shaping user satisfaction in mobile applications. Author(s) Song, Bomi: Seoul National university, Korea, Republic of Jo, Haejin: Seoul National University, Korea, Republic of Park, Yongtae: Seoul National University, Korea, Republic of

Yokoyama, Narimasa: Nihon University, Japan Takemura, Masaaki: Meiji University, Japan

ON‐SITE INNOVATION IN JAPANESE LOCAL GROCERY CHAIN STORES

This study focuses on two problems of knowledge creation and innovation in the area of innovation management studies: contribution of individual tacit knowledge to the substantiation of innovations, and the relationship between innovation and firm size. The problem related to the role of individual tacit knowledge has become very important because of the recent innovation evaluation in the retail industry. As for the latter problem, even though it is known that firm size influences innovation efficiency, the problems related to the direct effect of size on innovation still remain and are widely discussed to date. After conducted a case study of excellent Japanese medium‐sized retailer, knowledge creation of on‐site workers and its linkage to sustainable innovation of management are discussed with the help of Nonaka and Takeuchi (1995)'s SECI model. As a result, part‐time workers and job rotation system play important role to create knowledge and to improve management. Author(s) Yokoyama, Narimasa: Nihon University, Japan Takimoto, Masae: Osaka University of Economics and Law, Japan Takemura, Masaaki: Meiji University, Japan

Riguelle, France: HEC‐ULg, Belgium

HOW INTELLECTUAL CAPITAL INFLUENCES INNOVATION IN BELGIAN LUXURY HOUSES

Since almost three decades, luxury houses have been tackling the increasing importance of groups and of private investment funds specialized in the luxury sector (Roux & Floch, 1996). Therefore innovation has become an important source of value creation and of competitive advantage for them (Chevallier & Mazzalovo, 2008; Kapferer & Bastien, 2009). Reciprocally, luxury houses usually demonstrate a strong intellectual capital according to the definitions of Bontis (1998). Although the impact of intellectual capital on innovation has been widely demonstrated by scholars in a general scope (Subramaniam & Youndt, 2005), the existence and the nature of this influence has not been investigated in the luxury sector yet. The aim of our research is to highlight if a causal relationship exists in Belgian luxury houses, in order to validate or invalidate the results obtained by Subramaniam & Youndt (2005) and by Wu, Chang, & Chen (2008) within the luxury sector. Author(s) Riguelle, France: HEC‐ULg, Belgium Van Caillie, Didier: HEC‐ULg, Belgium

An, Yoonjung: Seoul National University, Korea, Republic of

GENERATING CREATIVE IDEAS FOR INNOVATION: A WORDNET‐BASED MORPHOLOGY APPROACH

Morphology analysis has been employed as a useful method to facilitate creative innovation. The core of morphology analysis lies in building its dimensions and values; however it is usually conducted by experts' qualitative judgment, and thus subjected to arbitrariness. To address this issue, we suggest a new way of morphology building using WordNet. WordNet is a large electronic lexical database for English, which provides a large semantic network in which words are interconnected by labeled arcs representing meaning relations. In this paper, two types of relationship between words defined in WordNet are employed to the morphology building: meronym/holonym for dimension construction and hyponym/hypernym for value construction. Since the dimension construction extends the contents of horizontal axis of morphology, it is called horizontal extension. Similarly, the value construction extends the contents of vertical axis of morphology, thus it is referred to as vertical extension. Author(s) Geum, Youngjung; An, Yoonjung; Park, Yongtae: Seoul National University, Korea, Republic of

Shams, Maha: Brunel University, United Kingdom

FACILITATING AN INNOVATIVE CULTURE WITHIN THE FAST MOVING AIRLINE INDUSTRY

Innovation is essential for sustaining companies' growth in today's highly competitive global market. However, there has been little research to investigate how to embed innovation into an organisational culture within different industries. This research project aims to articulate an innovative culture in the airline industry, because this industry underpins economic growth in all economies (IATA,2012). The main aim is to identify the gap between Innovative Airlines and Non‐Innovative Airlines, setting key factors for Non‐Innovative Airlines that leads to competitive advantage. This study examines current attitudes and perceptions from empirical studies, highlighting a culture survey adapted from Denison et al. (2012), assessing the guidelines that influence a culture change. Furthermore the research conducted case studies and interviews, which extracted key factors able to facilitate innovation within an organisational culture. Through this exploration, results are used to create a platform to guide Non‐Innovative Airlines towards becoming more innovative in their business practice. Author(s) Shams, Maha: Brunel University; Lam, Busayawan; Silve, Sarah: Brunel University, United Kingdom

88

ARDS 9C: PROCESS, PERFORMANCE & INDUSTRIAL SYSTEMS WEDNESDAY, 14:00 ‐ 15:30

FACILITATOR: TOR HELGE AAS MEETING ROOM 304 3RD FLOOR

Heinonen, Mikko: Savonia University of Applied Sciences, Finland

UNDERSTANDING THE COMMERCIALIZATION PROCESS AND BUSINESS GROWTH

Considerable policy and research efforts have been directed at fostering the growth of small high technology firms to encourage growth. The positive effects of these firms are generally related to their capability to generate and commercialize innovations for example via a commercialization process. This study illuminates the relationship between the commercialization process and business growth in that sector. Case studies of small, knowledge‐intensive business services firms show that firm‐related growth follows a phased route associated with particular activities in the commercialization process, and furthermore, that for small firms the challenges of commercialization may jeopardize their growth. However, the study also reveals that successful commercialization may beget relatively high levels of firm growth. In addition, this study contributes to extant research by showing that the growth has largely abated in the later phases of the commercialization process, that is by the time of market launch and the business development phases. Author(s) Pellikka, Jarkko: Savonia University of Applied Sciences, Finland Seppänen, Marko : Tampere University of Technology, Finland Kajanus, Miika; Heinonen, Mikko; Eskelinen, Tuomo: Savonia University of Applied Sciences, Finland

Welz, Kirill: University Ulm, Germany

INTERNAL TIME DRIVERS FOR SUCCESSFUL INNOVATION MANAGEMENT PROCESSES

The increased complexity of products and services and the shortened market cycles are external forces which determine the cycle time of an innovation process within a company. These forces ensure that the innovation processes in a company are carried out as fast as possible. However, these innovation processes are faced with internal drivers. They ensure that innovation processes are prolonged. These internal time drivers are company‐ and process‐specific. This work presents from the literature collated time drivers that are assigned to individual process steps of an innovation process in the strict sense. These time drivers are evaluated on the basis of several criteria by experts and entered into a matrix. From this matrix, recommendations for action can be derived. These recommendations for actions specify to which time drivers a company should focus to accelerate the innovation process and thus meet the deadlines. Author(s) Welz, Kirill: University Ulm, Germany Brecht, Leo: University Ulm, Germany Kauffeldt, Julian Vincent: University Ulm, Germany Schallmo, Daniel R.A.: University Ulm, Germany

Kauffeldt, Julian Vincent: Institute of Technology and Processmanagement, University Ulm, Germany

DETERMINING THE CONNECTION BETWEEN R&D‐EXPENDITURES AND SHARE‐PRICE‐DEVELOPMENT: ECONOMIC CRISIS 2009

Companies often have difficulties in allocating R&D resources due to the uncertainty and complexity of the innovation process. One key element raising the uncertainty of the success of R&D projects is the time lag elapsing between the allocation of R&D budgets and the resulting financial success. Based on a study among 1394 quoted European companies operating in different branches the linkage between R&D expenditures during the economical crisis of 2009 and the companies' share price development within the following years 2009‐2012 has been analyzed in detail. The empirical results show some evidence that companies with a high R&D quota during the economical crisis of 2009 have been more successful in the following years than companies expanding their austerity programs to their R&D activities. Furthermore we have been able to identify differences within the analyzed branches in regard to the specific time lag between inputs and outputs in the innovation process. Author(s) Kauffeldt, Julian Vincent; Brecht, Leo; Schallmo, Daniel R.A.; Welz, Kirill: Institute of Technology and Processmanagement, University Ulm, Germany

Puumalainen, Kaisu: Lappeenranta University of Technology, Finland

IMPACT OF INNOVATIVENESS ON CORPORATE SOCIAL PERFORMANCE

We study the relationship between organizational level innovativeness and three dimensions of CR (economic, environmental and social performance). Our empirical analysis of a global sample of 60 forest sector companies shows that a proactive and innovative strategic posture is positively related to all dimensions of CR performance. It is likely that the innovative and proactive firms have been early on in adopting CR in their businesses, and that they have done it in a comprehensive, organization‐wide, way. On the other hand, the adoption, launch and implementation of different types of innovations among our sample firms was not directly related to CR, which may partly be due to methodological issues but also may imply that investments in CR are sometimes competing with investment to innovation activities. Author(s) Puumalainen, Kaisu: Lappeenranta University of Technology, Finland Toppinen, Anne: University f Helsinki, Finland Tuppura, Anni: Lappeenranta University of Technology, Finland Jantunen, Ari: Lappeenranta University of Technology, Finland

Wnuk, Urszula: Institute for Sustainable Technologies ‐ National Research Institute, Poland

NURTURING TECHNOLOGICAL ADVANTAGE: UNIVERSITY‐INDUSTRY TECHNOLOGY TRANSFER IN NATIONAL INNOVATION SYSTEMS

With the rise of the knowledge‐based economy, academia‐industry collaboration has been perceived as an innovation generator, which is expected to translate into the economic advantage of nations. The paper tackles the problem of research institutions‐industry technology transfer in the context of national innovation system (NIS). By analysing the two distinct innovation systems of Poland and Israel, it identifies the factors that stimulate the commercialisation of knowledge generated at universities and research institutes and delineates a technology transfer framework model. The model enables one to investigate the linkages between the technology transfer process and other elements of the NIS. In this view, the paper addresses the question of knowledge transformation as an autonomous activity of universities versus an interconnected process within a country's innovation system, having implications for policymaking. Author(s) Wnuk, Urszula: Institute for Sustainable Technologies ‐ National Research Institute, Poland Nowak, Dominika: Embassy of the Republic of Poland in Tel Aviv, Israel

Maunula, Melina: Lappeenranta University of Technology, Finland

ORCHESTRATING INDUSTRIAL TRANSFORMATION TO BIOBUSINESS ‐ CASE FINLAND

Industrial transformation towards bioindustry has been regarded as one of the biggest shifts in modern economic history. Especially in the South‐East region of Finland this transformation plays a significant role as the industry participants are currently facing shrinking markets and falling revenues in their old industries. Regardless of the importance of transformation, its progress has been sluggish. In order to understand industrial transformation, how it can be managed and what the roles of different players in it are we employ empirical data from 66 survey respondents. Based on a qualitative analysis we look at the role of each industry player based on their old value chains in their respective industries, and their new roles in the growing biotechnology industry. We find that the role of hub firms becomes significant in boosting the transformation process, and again that the hub firms can be identified already beforehand based on their individual capabilities. Author(s) Maunula, Melina: Lappeenranta University of Technology, Finland Kutvonen, Antero: Lappeenranta University of Technology, Finland Hinkkanen, Juha: Lappeenranta University of Technology, Finland

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PRESENTER AND CO‐PRESENTER INDEX (does not include Thought Leader, Keynote, Luminary, Innovation for Business & Workshop Speakers)

Aas, Tor Helge: Norwegian School of Economics, Norway ‐ Session 6.5 Abdelkafi, Nizar: Fraunhofer MOEZ, Germany ‐ Session 4.4 Abdul Rahman, Omar: Fraunhofer IPA, Germany ‐ Session 4.1 Abu El‐Ella, Nagwan: HHL Leipzig Graduate School of Management; HHL gGmbH, Germany ‐ Session 7.1

Ahlqvist, Toni: VTT Technical Research Centre of Finland, Finland ‐ Session 3.1 Ainamo, Antti: Aalto University, Finland ‐ Session 7.4 Alinikula, Petteri: Nokia, Finland ‐ Session 3.2 Amadi‐Echendu, Joe: Graduate School of Technology Management, University of Pretoria, South Africa ‐ Session 9.4

An, Yoonjung: Seoul National University, Korea, Republic of ‐ ARDS 9B Antikainen, Maria: VTT, Finland ‐ Session 2.2 Arena, Marika: Politecnico di Milano, Italy ‐ Session 3.2 August, Hans‐Juergen: Siemens Convergence Creators Holding, Austria ‐ Session 7.5

Baccarne, Bastiaan: iMinds ‐ MICT ‐ Ugent, Belgium ‐ Session 4.5 Bader, Karoline: Zeppelin University, Germany ‐ Session 8.1 Balau, Georgiana: University of Groningen, Netherlands ‐ Session 1.6 Batey, Matt: Institute of Energy and Sustainable Development, United Kingdom ‐ Session 4.5

Battistella, Cinzia: University of Udine ‐ Department of Electrical Engineering, Management and Mechanical Engineering, Italy ‐ Session 3.1

Beck, Mathias: University of Zurich, Switzerland ‐ ARDS 8A Belousova, Olga: Universite Catholique de Louvain, Belgium ‐ Session 3.7 Beniston, Lee: University of Leeds, United Kingdom ‐ Session 7.5 Berasategi, Luis: IK4‐IKERLAN, Spain ‐ Session 1.7 Bergendahl, Magnus: SCA Hygiene Products AB, Sweden ‐ Session 8.5 Bergman, Jukka‐Pekka: Lappeenranta University of Technology, Finland ‐ Session 2.6

Bessant, John: The University of Exeter, United Kingdom ‐ Session 7.1 Bevis, Keith: University of Hertfordshire, United Kingdom ‐ Session 2.3 Björkman, Hans: WSP Analysis & Strategy, Sweden ‐ Session 7.2 Blache, Robert: University of Auckland, New Zealand ‐ Session 6.4 Boisselier, Yves: MAC‐Team aisbl, Belgium ‐ Session 1.2 Boman, Magnus: SICS, Sweden ‐ Session 5.1 Brankaert, Rens: Eindhoven University of Technology, Netherlands ‐ Session 4.5 Broennum, Louise: Aalborg University Copenhagen, Denmark ‐ Session 2.5 Buljubasic, Tomislav: Siemens Convergence Creators d.o.o., Croatia ‐ Session 1.6 Burström, Thommie: Hanken School of Economics/ Umeå University, Sweden ‐ Session 7.3

Busarovs, Aleksejs: innomaniacs LLC, Latvia ‐ ARDS 9A Cai, Jing: The University of Aberdeen Business School, United Kingdom ‐ Session 9.1

Cantu, Chiara: Cattolica University, Italy ‐ Session 8.3 Cheah, Sarah: Exploit Technologies, Singapore ‐ Session 6.7 Cheng, Colin: Yuan Ze University, Taiwan ‐ Session 6.3 Clarke, Ann H: University of Southern Denmark, Denmark ‐ Session 7.3 Dabrowska, Justyna: Lappeenranta University of Technology, Finland ‐ Session 7.3

Dacko, Scott: Warwick Business School, United Kingdom ‐ Session 3.2 De Smet, Dieter: CRP Henri Tudor, Luxembourg ‐ Session 6.1 de Waal, Gerrit: Swinburne University of Technology, Australia ‐ Session 3.6 Deák, Csaba: National Innovation Office, Hungary ‐ Session 3.7 Dodourova, Mariana: University of Hertfordshire, United Kingdom ‐ Session 5.5 Döry, Tibor: Széchenyi István University, Hungary ‐ Session 1.3 Dufva, Mikko: VTT Technical Research Centre of Finland, Finland ‐ Session 5.1 Durst, Susanne: Aalto University School of Business CKIR ‐ Center for Knowledge and Innovation Research, Finland ‐ Session 2.2

Eidam, Sebastian: University of Münster, Germany ‐ Session 3.3 Ellonen, Hanna‐Kaisa: School of Business, Lappeenranta University of Technology, Finland ‐ Session 4.7

Enninga, Tanja: Hogeschool Utrecht, University of Applied Sciences, Netherlands ‐ Session 5.3

Erickson, Scott: Ithaca College, USA ‐ Session 5.1 Eriksson, Päivi: University of Eastern Finland, Finland ‐ Session 7.2 Eskelinen, Sanna: Nokia, Finland ‐ Session 5.3 Eurich, Markus: ETH Zurich, Switzerland ‐ Session 2.7 Evald, Majbritt: University of Southern Denmark, Denmark ‐ Session 7.3 Faber, Edward: Thales RT ‐ T‐Xchange, Netherlands ‐ Session 7.1

Fiegenbaum, Irina: Lappeenranta University of Technology, Finland ‐ Session 4.3 Fitzmaurice, Leona: The UAB Research Foundation, USA ‐ Session 5.4 Forsman, Helena: University of Tampere, Finland ‐ Session 4.2 Freudenthaler, Daniela: Logistikum ‐ University of Applied Sciences Upper Austria, Austria ‐ Session 3.1

Frimodig, Lotta: LUT, Finland ‐ Session 4.7 Fuglseth, Anna Mette: NHH, Norway ‐ Session 4.1 Fundneider, Thomas: theLivingCore GmbH, Austria ‐ Session 3.7 Gadeib, Andera: Dialego AG, Germany ‐ Session 3.6 Garcia, Marian: Kent Business School, United Kingdom ‐ Session 8.3 Giaccone, Sonia: Dept. of Economics and Business, University of Catania, Italy ‐ Session 4.3

Golembiewski, Birte: University of Muenster, Germany ‐ Session 8.4 Golovatchev, Julius: Detecon International GmbH / Deutsche Telekom Group, Germany ‐ Session 6.2

Grillea, Valentina: MFG Baden‐Württemberg, Germany ‐ Session 5.4 Grimshaw, Paul: Leeds University Business School, United Kingdom ‐ Session 2.6 Grundström, Christina: Linköping University, Dpt. of Mgmt and Engineering, Sweden ‐ Session 3.3

H. Rubin, Tzameret: Samuel Neaman Institute for National Policy Research, Israel ‐ Session 6.4

Haavisto, Piia: Laurea UAS, Finland ‐ Session 9.3 Habicht, Hagen: HHL Leipzig Graduate School of Management, Germany ‐ Session 4.4

Halecker, Bastian: University of Potsdam, Germany ‐ ARDS 7A Hallikas, Jukka: Lappeenranta University of Technology, Finland ‐ Session 1.2 Han, Chunjia: Southampton University, United Kingdom ‐ Session 8.6 Hansen, Anne Vorre: Danish Institute of Fire and Security Technology, Denmark ‐ Session 7.2

Hashiba, Luciana: Natura, Brazil ‐ Session 5.2 Hashiba‐Horta, Luciana: Natura Innovation & Technology, Brazil ‐ Session 4.2 Heinonen, Mikko: Savonia University of Applied Sciences, Finland ‐ ARDS 9C Henttonen, Kaisa: Lappeenranta University of Technology, Finland ‐ Session 7.3 Hilbig, Romy: Fraunhofer MOEZ, Germany ‐ Session 4.6 Hinkkanen, Juha: Lappeenranta University of Technology, Finland ‐ Session 1.3 Holzer, Jacqueline: Lucerne University of Applied Sciences and Arts/School of Business, Switzerland ‐ Session 1.6

Honkela (ex Janasik), Nina: University of Helsinki, Finland ‐ Session 5.3 Hsieh, Kuo‐Nan: Yuan Ze University, College of Management, Taiwan ‐ Session 6.5

Hsu, Teresa Tiaojung: Cheng Shiu University, Taiwan ‐ Session 9.2 Hubert, Marco: Zeppelin University, Germany ‐ Session 9.2 Huotari, Jouni: JAMK University of Applied Sciences, Finland ‐ Session 3.5 Hurmelinna‐Laukkanen, Pia: University of Oulu, Oulu Business School, Finland ‐ Session 1.4

Hurnonen, Salla: LUT, School of Business, Finland ‐ Session 4.4 Husted, Kenneth: University of Auckland Business School, New Zealand ‐ Session 8.3

Järvensivu, Timo: Aalto University School of Business, Finland ‐ Session 2.2 Jensen, Karina: Reims Management School, France ‐ Session 1.4 Jeong, Seongkyoon: Korea Institute of Machinery and Materials, Korea, Republic of ‐ Session 4.4

Jo, Haejin: Seoul National University, Korea, Republic of ‐ ARDS 9B Jucevicius, Giedrius: Kaunas University of Technology, Lithuania ‐ Session 9.3 Juhola, Tomi: University of Turku, Department of Information Technology and Lindorff Finland Oy, Finland ‐ ARDS 8A

Jussila, Jari: Tampere University of Technology, Finland ‐ Session 6.1 Kaivo‐oja, Jari: Finland Futures Research Centre, University of Turku, Finland ‐ Session 1.1

Kanto, Laura: Aalto University, Finland ‐ Session 6.5 Kaudela‐Baum, Stephanie: Lucerne University of Applied Sciences and Arts/School of Business, Switzerland ‐ Session 1.6

Kauffeldt, Julian Vincent: Institute of Technology and Processmanagement, University Ulm, Germany ‐ ARDS 9C

Kekale, Tauno: Vaasa University of Applied Sciences, Finland ‐ Session 8.1 Kim, Byoung Soo: Korea Institute of S&T Evaluation and Planning, Korea, Republic of ‐ Session 3.4

Kirkels, Yvonne: Fontys Hogescholen, Netherlands ‐ Session 9.5 Kononiuk, Anna: Bialystok University of Technology, Poland ‐ Session 1.1 Koppe, Anna: Hochschule Osnabrück, Germany ‐ Session 6.7 Kortelainen, Samuli: Lappeenranta University of Technology, Finland ‐ Session 5.7 Kosonen, Miia: Lappeenranta University of Technology, Finland ‐ Session 9.5 Krawczyk, Piotr: JAMK University of Applied Sciences, Finland ‐ Session 3.5 Kudic, Muhamed: Halle Institute for Economic Research (IWH), Germany ‐ Session 1.3

Kune, Hank: Educore, Netherlands ‐ Session 5.2 Kune, Hank: Educore, B.V., Netherlands ‐ ARDS 9A Laaperi, Antti: LUT, Finland ‐ Session 5.7 Labedzka, Joanna: Institutue for Sustainable Technologies ‐ National Research Institute, Poland ‐ ARDS 8B

90

Laine, Mikko: Aalto University School of Science, Finland ‐ ARDS 9A Laitinen, Jukka: Laurea University of Applied Sciences, Finland ‐ Session 2.1 Lampikoski, Tommi: Aalto University, USA ‐ Session 6.2 Langenberg, Lars: Pumacy Technologies AG, Germany ‐ Session 7.4 Langergaard, Luise Li: Roskilde University, Denmark ‐ Session 7.2 Launonen, Pentti: Aalto University, Center for Knowledge and Innovation Research, Finland ‐ ARDS 9A

Lefebvre, Virginie: Ghent University, Belgium ‐ Session 6.3 Lejeune, Albert: ESG ‐ UQAM, Canada ‐ ARDS 7B Liang, Liting: SC‐Research, The University of Vaasa, Finland ‐ Session 1.7 Lindhult, Erik: Mälardalen University, Sweden ‐ ARDS 8A Lindhult, Erik: Mälardalen University, Sweden ‐ Session 7.2 Liotta, Giacomo: University of Southern Denmark, Department of Technology and Innovation, Denmark ‐ Session 1.2

Li‐Ying, Jason: Technical University of Denmark, Denmark ‐ Session 6.7 Lorentz, Romain: EBInnov, Ecole de Biologie Industrielle and LCPI, Arts et Métiers ParisTech, France ‐ Session 6.3

Lüttgens, Dirk: RWTH Aachen University, Germany ‐ Session 5.7 Madsen, Arne Stjernholm: Novo Nordisk A/S, Denmark ‐ Session 3.6 Magruk, Andrzej: Bialystok University of Technology, Poland ‐ Session 1.1 Mahajan, Aarti: Ghent University, Belgium ‐ Session 5.7 Maijanen‐Kyläheiko, Päivi: Lappeenranta University of Technology, Finland ‐ Session 3.1

Mäkelä, Teea: Aalto University, Finland ‐ Session 2.4 Malik, Khaleel: University of Manchester, United Kingdom ‐ Session 3.4 Martovoy, Andrey & Mention, Anne‐Laure: Centre de Recherche Public ‐ Henri Tudor, Luxembourg ‐ Session 7.1

Mattes, Katharina: Fraunhofer Institute for Systems and Innovation Research ISI, Germany ‐ Session 6.2

Maunula, Melina: Lappeenranta University of Technology, Finland ‐ ARDS 9C Mazurkiewicz, Adam: Institute for Sustainable Technologies ‐ National Research Institute, Poland ‐ Session 2.4

McCarthy, Killian: Rijksuniversiteit Groningen, Netherlands ‐ Session 8.2 McIntyre, Sharon: Chaordix Inc., Canada ‐ Session 3.3 McMillan, Steve: Penn State Abington, USA ‐ Session 5.4 Menenti, Anna: MANS, Netherlands ‐ Session 9.4 Meristö, Tarja: FuturesLab CoFi / Laurea University of Applied Sciences, Finland ‐ Session 2.1

Meyer‐Schwickerath, Ben: IPRI, Germany ‐ Session 4.1 Mietzner, Dana: University of Applied Sciences Wildau, Germany ‐ Session 1.7 Miller, Kristel: Queens University, United Kingdom ‐ Session 3.4 Miller, Michelle: MMBD, Michelle Miller Business Design, USA ‐ Session 9.1 Mohannak, Kavoos: Queensland University of Technology, Australia ‐ Session 2.4 Monnier, Bernard: Monnier Innovation Management, France ‐ Session 5.4 Monto, Sari: Lappeenranta University of Technology, Finland ‐ Session 4.7 Mount, Matthew: University of Kent, United Kingdom ‐ Session 8.4 Mühlenhoff, Judith: University of Potsdam, Lehrstuhl für Innovationsmanagement u. Entrepreneurship, Germany ‐ ARDS 8B

Nagahira, Akio: Tohoku University, Japan ‐ Session 8.2 Narasimhalu, Desai: Singapore Management University, Singapore ‐ Session 2.7 Natalicchio, Angelo: Politecnico di Bari, Italy ‐ Session 8.1 Nazarko, Lukasz: Bialystok University of Technology, Poland ‐ Session 2.1 Nedin, Christopher: Department of Industry and Innovation, Australia ‐ Session 8.6

Neuvonen, Aleksi: Demos Helsinki, Finland ‐ ARDS 7B Niebudek, Marcus: EBS Universität für Wirtschaft und Recht – EBS Business School, Germany ‐ Session 7.1

Nieminen, Jorma: Turku School of Economics, Finland ‐ Session 6.4 Nisula, Anna‐Maija: Lappeenranta University of Technology, Finland ‐ Session 2.6 Öberg, Christina: Lund University / University of Exeter, Sweden ‐ Session 7.2 Öberg, Christina: Lund University, Sweden ‐ Session 2.4 Olander, Heidi: Lappeenranta University of Technology/School of Business, Finland ‐ Session 9.3

Oliveira, Bruno: Natura, Brazil ‐ Session 5.2 Onarheim, Balder: Technical University of Denmark, Denmark ‐ Session 7.5 O'Neale, Dion: Callaghan Innovation, New Zealand ‐ Session 8.6 Onuma, Masaya: Seikei University, Japan ‐ Session 5.1 Ooi, Yat Ming: The University of Auckland Business School, New Zealand ‐ Session 6.1

Ostergaard, Claus: Aalborg University, Denmark ‐ Session 7.2 Osterlie, Thomas: NTNU Social Research, Norway ‐ Session 3.3 Pattojoshi, Puspalata: C V Raman College of Engineering, Bhubaneswar, India, India ‐ Session 3.5

Pero, Mickael: Fraunhofer ISI, Germany ‐ Session 2.1 Perrone, Giovanni: Università degli Studi di Palermo, Italy ‐ Session 9.1 Petraite, Monika: Kaunas univeristy of technology, Lithuania ‐ Session 1.3 Pihlajamaa, Matti: Aalto University, Finland ‐ Session 5.3 Pillkahn, Ulf: Siemens AG, Germany ‐ Session 3.4

Pinkwart, Andreas: HHL Leipzig Graduate School of Management, Germany ‐ Session 7.1

Pinter, Djordje: Austrian Institute of Technology, Austria ‐ Session 1.1 Pirttivaara, Mika: Aalto University School of Business Center for Knowledge and Innovation Research (CKIR), Finland ‐ Session 9.4

Pirttivaara, Mika: Aalto University School of Business CKIR ‐ Center for Knowledge and Innovation Research, Finland ‐ Session 2.2

Pirttivaara, Mika: Aalto University, Finland ‐ Session 5.2 Platzek, Bernd: Hochschule Ravensburg‐Weingarten; University of Pretoria (GSTM), Germany ‐ Session 3.7

Plieth, Hanna: Leipzig Graduate School of Management, Germany ‐ Session 4.4 Podmetina, Daria: Lappeenranta University of Technology, Finland ‐ Session 9.3 Posch, Stefan: Integrated Consulting Group Innovation GmbH, Austria ‐ Session 8.5

Post, Ger: Fontys University of Applied Science, Netherlands ‐ Session 2.7 Poteralska, Beata: Institute for Sustainable Technologies ‐ National Research Institute, Poland ‐ ARDS 8B

Probert, David: University of Cambridge, United Kingdom ‐ Session 4.6 Pulkka, Lauri: Aalto University, Finland ‐ Session 6.3 Puumalainen, Kaisu: Lappeenranta University of Technology, Finland ‐ ARDS 9C Rajala, Risto: Aalto University, Finland ‐ Session 6.1 Rannikko, Heikki: Aalto University, Finland ‐ Session 9.1 Rasmussen, Casper: Norwegian University of life science, Norway ‐ Session 4.2 Rebiazina, Vera: National Research University, Higher School of Economics, Russia ‐ Session 8.2

Repo, Petteri: National Consumer Research Centre, Finland ‐ Session 4.1 Rhisiart, Martin: University of South Wales, United Kingdom ‐ Session 6.2 Riel, Andreas: UJF‐UFR PHITEM, France ‐ Session 8.5 Riguelle, France: HEC‐ULg, Belgium ‐ ARDS 9B Ritala, Paavo: Lappeenranta University of Technology, Finland ‐ Session 8.3 Robba, Serena: University of Palermo, Italy ‐ Session 7.4 Rohrbeck, René: Aarhus University, Denmark ‐ ARDS 8B Rosiek, Janusz: Cracow University of Economics, Poland ‐ ARDS 7B Rusanen, Helena: Turku School of Economics, Finland ‐ Session 2.3 Salampasis, Dimitrios: CRP Henri Tudor, Luxembourg ‐ ARDS 9A Salinto, Katja: University of Eastern Finland, Finland ‐ Session 7.2 Salminen, Vesa: Lappeenranta University of Technology, Finland ‐ ARDS 8A Samsonowa, Lydia: BENTEN8, Germany ‐ Session 8.1 Santonen, Teemu: Laurea University of Applied Sciences, Finland ‐ Session 4.6 Sarkkinen, Minna: LUT, Finland ‐ Session 8.6 Saur‐Amaral, Irina: IPAM ‐ The Marketing School, Portugal ‐ Session 9.5 Schallmo, Daniel: Institute of Technology and Process Management, Ulm University, Germany ‐ Session 9.2

Schepurek, Steven: Detecon International GmbH, Germany ‐ Session 8.4 Schlage, Fabian: Nokia Siemens Networks, Germany ‐ Session 1.4 Schneckenberg, Dirk: ESC Rennes School of Business, France ‐ ARDS 7A Schneider, Sabrina: EBS Universität für Wirtschaft und Recht, EBS Business School, Germany ‐ Session 1.7

Schönwetter, Gerald: Logistikum ‐ University of Applied Sciences Upper Austria, Austria ‐ Session 3.1

Schultz, Christian: University of Potsdam, Germany ‐ Session 1.7 Schulze, Mike: EBS Universität für Wirtschaft und Recht ‐ EBS Business School, Germany ‐ ARDS 7B

Schuurman, Dimitri: iMinds ‐ MICT ‐ Ghent University, Belgium ‐ Session 2.5 Seidenstricker, Sven: University of Stuttgart, Germany ‐ Session 2.7 Seys, Constantijn: iMinds‐MICT‐Gent University, Belgium ‐ Session 4.5 Shams, Maha: Brunel University, United Kingdom ‐ ARDS 9B Simula, Henri: Aalto University, Finland ‐ Session 6.7 Sindakis, Stavros: Bangkok University ‐ IKI SEA, Thailand ‐ Session 5.5 Sjögrén, Helena: School of Business, Lappeenranta University of Technology, Finland ‐ ARDS 7A

Smirnova, Maria: Saint Petersburg State University, Graduate School of Management, Russia ‐ Session 8.2

Smulders, Oscar: Minase, Netherlands ‐ Session 4.3 Soliman, Wael: Aalto University School of Business, Finland ‐ Session 9.5 Spieth, Patrick: EBS Universität für Wirtschaft und Recht, EBS Business School, Germany ‐ Session 9.2

Ståhlbröst, Anna: Luleå University of Technology, Sweden ‐ Session 2.5 Still, Kaisa: VTT Technical Research Centre of Finland, Finland ‐ Session 6.4 Suominen, Veli‐Matti: University of Vaasa, Finland ‐ Session 2.3 Takemura, Masaaki: Meiji University, Japan ‐ ARDS 9B Tanev, Stoyan: University of Southern Denmark, Denmark ‐ Session 5.5 Tarnawska, Katarzyna: Cracow University of Economics, Poland ‐ ARDS 7B Teplov, Roman: Lappeenranta University of Technology, Finland ‐ Session 4.7 Thi Duc Nguyen, Nguyen: Research Organization of Science and Technology, Ritsumeikan University, Japan ‐ Session 6.7

Thorpe, Richard: Leeds University Business School, United Kingdom ‐ Session 4.6 Toppinen, Anne: University of Helsinki, Finland ‐ Session 4.2 Torvinen, Pekka: Lappeenranta University of Technology, Finland ‐ Session 7.4

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Trifilova, Anna: University of Leipzig, Germany ‐ Session 5.2 Tuisk, Tarmo: Tallinn University of Technology, Estonia ‐ ARDS 7A Tukiainen, Sampo: Aalto University School of Business, Finland ‐ ARDS 7A Tuppura, Anni: Lappeenranta University of Technology, Finland ‐ Session 4.1 Vagn, Anna Rose: Aalborg University / Copenhagen, Denmark ‐ Session 8.5 Valkokari, Katri: VTT, Finland ‐ Session 1.2 Van der Veen, Gerrita: HU Business School Utrecht, Netherlands ‐ Session 6.5 van Heeswijk, Huub: MANS, Netherlands ‐ Session 9.4 van Putten, Alex: Wharton Busienss School, USA ‐ Session 8.4 Vandael, Mark: CeeTee, Belgium ‐ Session 1.6 Veeckman, Carina: iMinds‐SMIT, Belgium ‐ Session 2.5 Vervoort, Koen: iMinds/iLab.o, Belgium ‐ Session 3.5 Vidou, Géraldine: Centre de Recherche Public Henri Tudor, Luxembourg ‐ Session 5.5

Vishnevskiy, Konstantin: National Research University Higher School of Economics, Russia ‐ ARDS 8B

Voigt, Matthias: University of Münster, ERCIS, Germany ‐ Session 7.5 Volchek, Daria: Lappeenranta University of Technology, Finland ‐ Session 1.4

Wagner, Georg: Spirit Design ‐ Innovation and Brand GmbH, Austria ‐ Session 2.2 Wang, Owen Yao Ter: Dept. of MIS, NCCU, Taiwan ‐ Session 5.2 Weiss, Astrid: Fraunhofer Italia Research scarl, Italy ‐ Session 4.3 Welz, Kirill: University Ulm, Germany ‐ ARDS 9C Williams, Ceri: The University of Leeds, United Kingdom ‐ Session 2.3 Williams, Paul: Rolls‐Royce, United Kingdom ‐ Session 9.4 Wnuk, Urszula: Institute for Sustainable Technologies ‐ National Research Institute, Poland ‐ ARDS 9C

Wolfram, Pierre: Friedrich‐Alexander University of Erlangen‐Nuremberg, Germany ‐ Session 8.2

Yarygin, Andrey: National Research University Higher School of Economics, Russia ‐ ARDS 7A

Yip, Man Hang: University of Cambridge, United Kingdom ‐ ARDS 8A Yokoyama, Narimasa: Nihon University, Japan ‐ ARDS 9B Yoneyama, Shigemi: Gakushuin University, Japan ‐ Session 2.6 Young, Ellen: Newry Corp., USA ‐ Session 3.2 Zeihsel, Frank: Synnovating GmbH, Germany ‐ Session 3.6 Zunk, Bernd Markus: Graz University of Technology, Austria ‐ ARDS

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INNOVATION FOR BUSINESS SESSION SUMMARIES INNOVATION FOR BUSINESS SESSION NEW BUSINESS DEVELOPMENT THROUGH INNOVATION

MONDAY 1400–1530

MODERATOR: AXEL ROSENØ, INNOVATION ROUNDTABLE SILTASAARI 1ST FLOOR

Magnus Karlsson Director, New Business Development & Innovation Ericsson WHO NEEDS A STANDARD FOR INNOVATION MANAGEMENT? Magnus Karlsson is Director New Business Development & Innovation at Ericsson Headquarters in Stockholm, Sweden and Adjunct Professor in Innovation Management at the School of Industrial Engineering and Management, Royal Institute of Technology in Stockholm. He joined Ericsson in 1998 and has been working in the areas of external research relations, strategic foresight, government & industry relations and innovation management. Recently, he was driving the Group‐wide scenario planning project Communicating Worlds 2020. He is currently working on a major effort to strengthen innovation capabilities across the Ericsson Group. Between 2003 and 2006 he served as Science & Technology Counselor at the Embassy of Sweden in Washington D.C. responsible for policy and technology intelligence. In a previous foreign assignment, he worked at the Office of Science & Technology at the Embassy of Sweden in Tokyo, Japan. He is a founding Member of the Association of Professional Futurists (APF), Board Member of the Institute for Management of Innovation and Technology (IMIT), Board Member of the Product Innovation Engineering program (PIEp), and the Chairman and national expert of the SIS Technical Committee TK 532 on Innovation Management, mirroring CEN/TC 389. He is the author of the book The Liberalisation of Telecommunications in Sweden – Technology and Regime Change from the 1960s to 1993 and the editor and co‐author of The Internationalization of Corporate R&D – Leveraging the Changing Geography of Innovation. He has two basic academic degrees in Applied Physics and International Relations as well as a Ph.D. degree in Technology and Social Change from Linköping University, Sweden.

Jyrki Koskinen Head of University Relations ‐ Nordic Countries & Head of External Relations – Finland IBM THE WORLD AS THE LAB ‐ CORPORATE SOCIAL RESPONSIBILITY AND OTHER INSTRUMENTS FOR NEXT GENERATION SERVICE INNOVATION Jyrki Koskinen is in charge for IBM’s University Relations in Nordic countries and External relations in Finland. His ambition is to develop modern knowledge society, open information society and innovative service society for welfare in cooperation with academia, government, other companies and non‐governmental organizations. Jyrki Koskinen has thirty years career in business and IT development having special areas of interest in business strategies, especially ebusiness, organizational change and transformation, IT strategies, IT management and business process development. Jyrki has experience in retail, telecommunication and insurance. Before joining IBM he has worked in managerial positions for PriceWaterhouseCoopers Consulting, Kesko, Anttila, Tieto, VTT Technical Research Centre of Finland and Nokia. Jyrki graduated with Master of Science in Information Systems Science from Turku University specializing in systems engineering and modelling in 1979. He participated in the post graduate program JOKO in 1997‐1998 in Helsinki School of Economics.Jyrki has been an active member in Finnish Government’s Information Society initiatives. He is the a member of the board of COSS, National Centre of Open Source Solutions. He is the chairman of the Advisory board in Aalto Service Factory and a member of the board in Finnish Service Alliance. Jyrki is a member in the Education authority’s ICT in Education advisory board. He was the chairman of board in a government funded program OPTEK ‐ ICT in Education. Jyrki is an active contributor in public discussion and lecturer in universities and speaker in conferences.

Rogier van Beugen Director Innovation KLM INNOVATING AN AIRLINE Over the past decade I have been active for KLM Royal Dutch Airlines in various leadership roles. I have been active in general management as well as in Commercial management, focused on (B2B) sales and business development. Over the last 3 years my focus has been organizational change, which led me into Innovation. I have a passion for improving organizations and for (B2B) sales (development). Currently, I am responsible for Innovation at KLM; Next to stimulating our employees to be innovative, we aim to optimize innovation by bringing in external ideas and inspiration. Next to my position at KLM I am a freelance business developer. Currently, I am working with Coach2day B.V.; at Coach2day we sell expert platforms that can be tailored to any website that wants to add value to it’s community by sharing expert knowledge.

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INNOVATION FOR BUSINESS SESSION INNOVATING SMARTER FUTURES

MONDAY 1600–1730

MODERATORS: JOANNE HYLAND, RINNOVATION GROUP & JEFF HOVIS, PRODUCT GENESIS SILTASAARI 1ST FLOOR

Thorbjørn Machholm Director – Business Development Grundfos EMBEDDING OUR INNOVATION INTENT 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 panellist.

Louise Quigley Director, Strategic Innovation Moen BUILDING A CAPABILITY FOR INNOVATION Louise joined Moen in 2006, and played a key role in developing and implementing a successful direct to consumer strategy using integrated digital marketing programs that resulted in increased customer acquisition, retention and increased sales. In 2010, she joined the Strategic Innovation team and has since been leading internal collaboration to develop a pipeline of viable new business opportunities through innovation. In 2012 Moen introduced MotionSense™, its first touch‐free technology for kitchen faucets, at the U.S. Kitchen and Bath Industry Show. Prior to joining Moen, Louise led marketing and new business development teams at several start‐up ventures in the software, data services, consumer products and advertising industries. Louise has a Bachelor’s degree in English Literature from Bowling Green University and a Master’s in Business Administration in Marketing from Case Western Reserve University.

Mike Pickett VP Global Strategic Development Moen BUILDING A CAPABILITY FOR INNOVATION As Vice President, Global Strategic Development, Mr. Pickett is responsible for leveraging a broad set of strategic capabilities across all business units to grow and develop the Moen® brand. These capabilities include strategic innovation, platform development, product design, and product compliance. In his prior role, Mr. Pickett served as the Vice President of Product Development & Innovation where he was responsible for the design and development of the North American product portfolio. Before joining Moen in 1996, Mr. Pickett served Allied Signal Automotive in a series of progressive leadership roles where he was responsible for the design and development of anti‐lock brake systems. He received his bachelor’s degree in engineering from Michigan State University and a master’s degree in business administration from Indiana University.

Sandra Merkel DeJames Senior Manager, Corporate Strategy and Business Creation Novozymes REALIZING NOVOZYMES’ AMBITIONS THROUGH INNOVATION Louise joined Moen in 2006, and played a key role in developing and implementing a successful direct to consumer strategy using integrated digital marketing programs that resulted in increased customer acquisition, retention and increased sales. In 2010, she joined the Strategic Innovation team and has since been leading internal collaboration to develop a pipeline of viable new business opportunities through innovation. In 2012 Moen introduced MotionSense™, its first touch‐free technology for kitchen faucets, at the U.S. Kitchen and Bath Industry Show. Prior to joining Moen, Louise led marketing and new business development teams at several start‐up ventures in the software, data services, consumer products and advertising industries. Louise has a Bachelor’s degree in English Literature from Bowling Green University and a Master’s in Business Administration in Marketing from Case Western Reserve University.

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INNOVATION FOR BUSINESS SESSION CREATIVITY & INNOVATION IN ACTION TUESDAY 0900–1030

MODERATOR: GEOFF CARSS, IMAGINATIK SILTASAARI 1ST FLOOR

Hannes Erler Director Open Innovation Networks Swarovski HOW TO MAKE OUT THE VERY BEST USE OF YOUR EMPLOYEES CREATIVITY Hannes Erler is Director Open Innovation Networks and founder of the i‐LAB, an internal, cross‐functional support group for innovation. In his professional carrier he occupies himself with the central subjects of the innovation management, especially with the earlier phases of innovation as well as with the networking of the innovations actors. In his previous function as head of the department of product development, among others, he was also responsible for the introduction of the Stage Gate Processes by Bob Cooper. The 1960 born mechanical engineer underwent several executive trainings, among others, at the Harvard Business School and at the IMD in Lausanne; additional trainings in systematic organisational development as well as in systematic coaching. In his publications he deals with the “smooth steering” of innovation networks as well as with the formation of innovations communities, which, in particular, make possible the participation of all employees in the innovation activities via Social Media and Web 2.0 solutions. International conference contributions and lectures in Europe and USA. Member of the Advisory Boards of “Front End of Innovation Europe” Conference as well as Advisory Council Member of the Platform for Innovation Management in Austria.

Sari Kola‐Nyström VP, Strategy & Innovation Appelsiini (Elisa) CROWDSOURCING INNOVATION FROM INTROVERTS Sari Kola‐Nystrom is in charge of strategy and innovation in Appelsiini Finland, which is a part of Elisa’s Corporate Customer Division. She is a global citizen with a lot of experience in managing people, business and innovation through 15 years of international working experience in four continents. Sari joined Nokia Networks in 1994, right after graduating from Lappeenranta University of Technology as a Master of Science in Industrial Engineering and Management. During 1994‐2000 she was managing global marketing programs and launching products and solutions for Nokia Networks (based in USA & Finland). After completing her doctorate studies in April 2005 she returned to Nokia as the Head of Strategy for Nokia Networks Latin American region based out of Brazil. Thereafter she headed Nokia Siemens Networks’ Industry Marketing unit for the Middle East and Africa region from Kenya (2006‐2008) and worked as Head of Strategy and Sales Operations for Nokia’s Latin American subsidiary in Miami (2008‐2010). After returning to Finland in 2010, Sari joined Elisa as the VP Corporate Mobility in 2011, and Appelsiini, Elisa’s IT subsidiary in 2012. Sari has significant public speaking experience and has authored a number of articles in academic publications (for example the 2007 edition of the Handbook of Strategy). Her interests include reading and sports, namely triathlon and crossfit. She is married and has three daughters (born. 1998, 2000 and 2002).

James Stikeleather Executive Strategist & Chief Innovation Officer Dell Services THE DIGITAL FUTURE: TOMORROW’S ENTERPRISE, ITS OFFERINGS AND NEXT GENERATION INNOVATION Jim Stikeleather is Chief Innovation Officer for Dell Services where his team enables, facilitates and accelerates new technologies, business models and processes to address evolving business, economic and social forces for the company and customers. For more than 30 years, Jim Stikeleather has designed, developed and implemented award‐winning information and communications technologies that help businesses and institutions succeed as well as starting and growing multiple companies. He has spoken and consulted internationally on digital infrastructures, evaluation of emerging technologies, and provided strategic guidance on their application to achieve business outcomes. He participates in international technology standards bodies, has multiple book and industry‐article contributions to his credit and advises a number of technology incubators. Additionally, Jim holds two patents. Jim came to Dell via Perot Systems and Meadwestvaco. Perot acquired a company he started, the Technical Resource Connection (TRC), in 1996.

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INNOVATION FOR BUSINESS SESSION CONSUMER‐LED INNOVATION TUESDAY 1100–1230

MODERATOR: KEVIN MCFARTHING, INNOVATION FIXER SILTASAARI 1ST FLOOR

Christian Verstraete Chief Technologist, Cloud Strategy Hewlett Packard CLOUD BEYOND THE OBVIOUS, AN APPROACH FOR INNOVATION Christian Verstraete, CTO for HP’s Cloud Strategy Team Worldwide. His responsibilities include the definition of HP’s Cloud functional and reference architectures and the coordination of cloud activities across HP. He is the linkage to the CTO community both inside HP and with our customers and partners.Prior to his current position, as CTO for the Manufacturing & Distribution industries, Verstraete was responsible for thought leadership and innovation ‐ scanning industry and technology trends, assessing their mid/longer term effect on emerging MDI business opportunities and defining how to capitalize on these. Prior to that, he led the development of solutions, managed HP’s global High‐Tech Industry Group and its manufacturing industries Supply Chain go‐to‐market strategy where he was responsible for growing the company’s $300 million consulting and system integration business. After having participated in the planning of the HP/Compaq merger, he headed HP’s manufacturing practice within the Consulting and Integration business unit from 2002 to 2004. The 1200 consultants he led created and delivered solutions in the areas of supply chain, procurement and sourcing, product lifecycle collaboration, demand chain and collaborative business integration in all segments of the Manufacturing Industry. Prior to that, Verstraete served as the Global Lead in the Extended Manufacturing Practice and the Supply Chain Infrastructure and EAI. From his first HP job as a systems engineer through project, regional, district and global management, Verstraete has concentrated on developing, marketing and advancing infrastructure services. Frequently published in periodicals, Verstraete is a featured speaker at global cloud & supply chain events and contributes to several blogs. He is one of the authors of “Connected Manufacturing, Thought‐provoking essays from industry leaders” and of “Collaborative Sourcing, Strategic Value Creation through Collaborative Supplier Relationship Management”. He is member of the board of the Supply Chain Council and a 2007 DCVelocity Rainmaker. He also blogs extensively on CloudSource. Verstraete holds a mechanical engineering degree from the Universite Catholique de Louvain in Belgium and a degree in industrial management from Katholieke Universiteit van Leuven, also in Belgium. He is based in Brussels, Belgium.

Vesa‐Matti Paananen Windows Phone Lead Microsoft Oy MICROSOFT’S CONSUMER STRATEGY IN MOBILE INTERNET Vesa‐Matti “Vesku” Paananen is the Windows Phone Lead and responsible of Windows phones and mobile services business working in Consumer & Online division in Microsoft Oy. Prior that he was mobility and information worker evangelist for major accounts of Microsoft in Finland. He has a strong background both in the mobile and ITC industries. Before joining Microsoft Mr. Paananen has been part of founding teams of Finnish Internet and mobile start‐ups e.g. Yomi Media, Aidacon and Add2Phone. In year 2000 he founded MobileMonday, the open global mobile society now active in over 30 countries. And in 2008 Mobile Monday received the Internalization Award of the President of Republic of Finland.

Heather Moore Strategy & Future Vision Vodafone Group R&D INNOVATION FOR RESILIENCE: SPOTTING WEAK SIGNALS AND WORKING WITH POTENTIAL DISRUPTORS With over 15 years of design expertise and a track record of successful products and applications, Heather Moore leads Design Strategy and Future Vision at Vodafone Group R&D. Among her projects:Forsa, a mobile barter platform for emerging markets; KashKlash, a thought leadership experiment on social digital currency; a multi‐industry initiative on the future role of Mobile Diagnostic tools; and MyFaves, a popular mobile service for close friends and family to keep in touch more easily. She has consulted for a number of multi‐national clients including Microsoft, T‐Mobile, AOL/Tegic, Razorfish, and Adobe, as well as start‐ups in game design, remote collaboration, e‐book publishing and online financial planning. Her proven formula for ideas is equal parts innovation, relevance and sustainability.

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INNOVATION FOR BUSINESS SESSION THE FUTURE OF OPEN INNOVATION TUESDAY 1400–1530

MODERATOR & INTRODUCTION: TATIANA SMORODINA, HYPE INNOVATION SILTASAARI 1ST FLOOR

Anne Stenros Design Director KONE Corporation NAVIGATING THE FUTURE – THE ART OF FORWARD LOOKING ACTIVITIES IN DESIGN Anne Stenros (Helsinki, Finland) graduated as Master of Architecture from University of Oulu, Finland and University of California, Berkeley. She has the doctorate in technology in the field of architectural theory from Helsinki University of Technology. Employed by KONE Corporation since 2005. Since 1995 to 2004 she acted as a managing director of Design Forum Finland. In 2005 she acted as Executive Director of Hong Kong Design Centre. She has lectured around the world and written articles on the theory and philosophy of architecture and design. Her latest book Design ®Evolution (2005) is about corporate design strategy. She is also a member of the steering group of Finland’s national innovation strategy.

Mark Redmond Business Innovation Manager Ergon Energy ERGON ENERGY’S INNOVATION CHALLENGES Mark Redmond has more than 30 years’ experience working in large organisations, and has been in supervisory or management roles for almost half of that time. Originally a telecommunications specialist, Mark expanded his portfolio into Learning and Development, Project Management, Information Technology, and Innovation and Continuous Improvement, and is currently leading the Innovation and Improvement Team at Ergon Energy. Ergon Energy has been running an innovation and ideas program for more than six years, but so far developing a whole of business program and cultural shift towards innovation as everyone’s role has been difficult. This presentation highlights the history of innovation programs in Ergon Energy, some of the issues identified, and what the current Business Innovation Team is doing through collaborative engagement and crowd‐sourcing to address these issues to build an innovation and improvement capability within Ergon Energy.

Nicole Russell Global Resourcing Manager GlaxoSmithKline A BRUTAL ACCOUNT OF THE TRIALS AND TRIBULATIONS OF WORKING AT THE FRONT END OF INNOVATION Responsible for delivering the Open Innovation Programme to the Nutrition Category. 18 years ‐ FMCG business (GSK Nutritional Healthcare), a variety of roles including: R&D ‐ Sensory Evaluation, Product Developent, Key Account Management; Marketing ‐ Brand Manager; R&D External Networking and Innovation and Open Innovation. 7 years ‐ Dairy Industry in New Zealand in Sensory Evaluation and Product Development roles Specialties: Open Innovation / Business Development Product development Project Management R&D NPD Programme Management Relationship Management Sensory New Product Development

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INNOVATION FOR BUSINESS SESSION INNOVATING SMARTER FUTURES

TUESDAY 1600–1730

MODERATOR: MARTHA HODGSON, PURE INSIGHT SILTASAARI 1ST FLOOR

Magnus Kuschel Managing Director Commute Greener! Volvo IT Innovation Centre VALUE NETWORKS & COMMUTE GREENER! Magnus Kuschel is responsible for Greener Commute! It is an innovative solution that uses digital technology and the practical problems of daily life in order to provide both business and pleasure. The solution used in Gothenburg as well as in Mexico City and more and more companies are connected in a collaboration of open innovation. Magnus has a doctorate from the University of Gothenburg and Chalmers University of Technology with a focus on the development and implementation, to bring innovative technology and smart business to go hand in hand with sustainable development. As a speaker Magnus and Commute Greener! inspires a rapidly growing group who work together to create valuable results. Magnus experiences inlude different perspective from having lived and worked among others in the UK, Brazil, India, Germany and the United States and pushed the Volvo IT Innovation Centre.

Jean‐Paul Hautekeer Global Marketing Director, High Performance Building & Solar Solutions, Dow Corning INNOVATION TO ENHANCE ENERGY EFFICIENCY IN HIGH PERFORMANCE BUILDING Jean‐Paul Hautekeer is the global Marketing Director for High Performance Building Solutions and Solar Solutions at Dow Corning based at the company European Headquarters in Seneffe, Belgium. Jean‐Paul is leading the global marketing team that develops silicon‐based solutions that increase energy efficiency, sustainability and design performance of buildings and the performance and cost‐competitiveness of solar energy. His responsibilities cover marketing strategy development, implementation and marketing excellence for the global business. Based on four decades of innovation leadership from the first four‐sided structural glazing systems, Dow Corning continues to invest in developing silicone based solutions that can create innovative, durable and sustainable High Performance Construction and Solar systems. He joined Dow Corning in 1990 in Research & Development where he played a key role in developing and commercializing a next generation of silicone sealant product‐line. He subsequently held numerous positions in the Construction Industry in Technical Service and Marketing for the Commercial Glazing and Residential Markets. More recently, Jean‐Paul Hautekeer was managing the Construction Industry business at Dow corning for the European, Middle East and Africa region. Jean‐Paul’s various positions within the Industry, including expatriate experience in China have given him a unique insight into the evolution and future of the Construction Industry globally.

Martin Ertl Chief Innovation Officer Bombardier Transportation "YOUCITY" OPEN INNOVATION CONTEST ‐ WHAT EXACTLY DOES "SMART MOBILITY" IN THE FUTURE MEAN FOR PASSENGERS? Martin Ertl is responsible for designing and implementing an innovation strategy as well as a structured and holistic innovation management resulting in a balanced project portfolio, the governance of the process along the value chain and support/training of the divisions and business unit in generating innovations. Having been part of innovation efforts at Audi and BMW, Martin brings a global view to his work and is a key player in enabling Bombardier to develop and deliver smart railroad solutions. After finalization of his studies in industrial engineering he joined AUDI AG in 1996 and worked in several managerial and non‐managerial functions covering HR, manufacturing and design until 2004. In parallel he successfully did an executive MBA in 1999/2000 at the Universities of Augsburg and Pittsburgh. In January 2005 he joined BMW AG as Head of Innovation Impulses covering aspects of scouting and monitoring of promising trends, innovations and technologies outside the automotive business by classical methods as well as intensively using external networks and open innovation methods.

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DELEGATE LIST The list is ordered by surname and is correct at time of printing: 4 June 2013.

Aagren, Robert Lund University Sweden Aas, Tor Helge Norwegian School of Economics Norway Abdelkafi, Nizar Fraunhofer MOEZ Germany Abdul Rahman, Omar Fraunhofer IPA Germany Abe, Atsushi Ritsumeikan University Japan Abu El‐Ella, Nagwan HHL Leipzig Graduate School of Management Germany Ahlqvist, Toni VTT Technical Research Centre of Finland Finland Ainamo, Antti Aalto University Finland Al Natsheh, Anas Centre for Measurement and Information Systems Finland Alexander, Allen University of Exeter Business School United KingdomAli, Angela Consulting Luxembourg Alinikula, Petteri Nokia Finland Amadi‐Echendu, Joe Department of Engineering and Technology Management South Africa An, Yoonjung Seoul National University Korea, Republic ofAntikainen, Maria VTT Technical Research Centre of Finland Finland Antola, Tuula City of Espoo Finland Antoni, Györgyi Eötvös Loránd University Hungary Anttila, Mai Aalto University Finland Arena, Marika Politecnico di Milano Italy Arokoski, Reetta Aalto University Finland August, Hans‐Juergen Siemens Convergence Creators Holding Austria Baccarne, Bastiaan iMinds ‐ MICT Belgium Bader, Karoline Zeppelin University Germany Baiyere, Abayomi University of Turku Finland Balau, Georgiana University of Groningen Netherlands Ballon, Pieter iMinds vzw Belgium Batey, Matt Institute of Energy and Sustainable Development United KingdomBattistella, Cinzia University of Udine Italy Beck, Mathias University of Zurich Switzerland Belousova, Olga Groningen University Netherlands Beniston, Lee University of Leeds United KingdomBerasategi, Luis IK4‐IKERLAN Spain Bergendahl, Magnus SCA Hygiene Products AB Sweden Bergman, Jukka‐Pekka Lappeenranta University of Technology Finland Bessant, John University of Exeter United KingdomBevis, Keith EValu8 Transport Innovations Ltd United KingdomBitran, Iain ISPIM United KingdomBjörkman, Hans WSP Analysis & Strategy Sweden Björkman, Ingmar Aalto University Finland Blache, Robert University of Auckland New Zealand Bochechka, Grigory LLC Icominvest Russia Boisselier, Yves MAC‐Team aisbl Belgium Boman, Magnus SICS Sweden Boyer, Charline Confederation Construction Bruxelles‐Capitale Belgium Brankaert, Rens Eindhoven University of Technology Netherlands Brecht, Leo Ulm University Germany Broennum, Louise Aalborg University Denmark Buljubasic, Tomislav Siemens Convergence Creators d.o.o. Croatia Burström, Thommie Hanken School of Economics Finland Busarovs, Aleksejs Riga International School of Economics and Business Administration Latvia Buse, Stephan Hamburg University of Technology Germany Cai, Jing The University of Aberdeen Business School United KingdomCaldeira, Jose INESC Porto Portugal Cantu, Chiara Cattolica University Italy Carss, Geoff Imaginatik United KingdomCheah, Sarah Exploit Technologies Singapore Cheng, Colin Yuan Ze University Taiwan Chovanioková, Petra Regional Development Agency Ostrava Czech Republic Clarke, Ann H University of Southern Denmark Denmark Clausen, Christian Aalborg University Denmark Conn, Steffen ISPIM United KingdomCosta, Adriana BRF Brazil Dabrowska, Justyna Lappeenranta University of Technology Finland Dacko, Scott Warwick Business School United KingdomDaellenbach, Urs Victoria University of Wellington New Zealand Davenport, Sally Victoria Business School New Zealand

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De Smet, Dieter CRP Henri Tudor Luxembourg de Waal, Gerrit Swinburne University of Technology Australia Deák, Csaba National Innovation Office Hungary Dell, Michael ratio strategy & innovation consulting gmbh Austria Den Ouden, Elke TU/e Intelligent Lighting Institute Netherlands Deutsch, Christophe En Mode Solutions Canada Dew, Rob Coriolis Innovation Pty Ltd Australia Di Resta, Ellen Becton Dickinson USA Dijk, Sandra Fraunhofer MOEZ Germany Dodourova, Mariana University of Hertfordshire United KingdomDöry, Tibor Széchenyi István University Hungary Dufva, Mikko VTT Technical Research Centre of Finland Finland Durst, Susanne Aalto University Finland Eidam, Sebastian University of Münster Germany Ellonen, Hanna‐Kaisa Lappeenranta University of Technology Finland Ellwood, Paul Leeds University Business School United KingdomElvers, David BASF Germany Enninga, Tanja Utrecht University of Applied Sciences Netherlands Erickson, Scott Ithaca College USA Eriksson, Päivi University of Eastern Finland Finland Erkinheimo, Pia TIVIT Oy Finland Erler, Hannes Swarovski Austria Ertl, Martin Bombardier Transportation Germany Eskelinen, Jarmo Forum Virium Helsinki / European Network of Living Labs Finland Eskelinen, Sanna Nokia Finland Eurich, Markus ETH Zurich Switzerland Evald, Majbritt University of Southern Denmark Denmark Faber, Edward Thales RT ‐ T‐Xchange Netherlands Farrell, David ISPIM United KingdomFeygenson, Oleg MATRIZ Russia Fiegenbaum, Irina Lappeenranta University of Technology Finland Fitzmaurice, Leona The UAB Research Foundation USA Flø, Hans Kåre Tekna Norway Forsman, Helena University of Tampere Finland Frederic, Goldschmidt IRSN France Freudenthaler, Daniela FH OÖ Studienbetriebs GmbH Austria Frimodig, Lotta Lappeenranta University of Technology Finland Fuglseth, Anna Mette NHH Norway Fundneider, Thomas Universität Wien Austria Gadeib, Andera Dialego AG Germany Gailly, Benoit Louvain School of Management Belgium Garcia Escarre, Rafael Orbita97 Innovation Company Spain Garcia, Marian Kent Business School United KingdomGarrod, Carl Imaginatik United KingdomGbadegeshin, Saheed Adebayo Kajaani University of Applied Sciences Finland Giaccone, Sonia University of Catania Italy Golembiewski, Birte University of Münster Germany Golovatchev, Julius Detecon International GmbH / Deutsche Telekom Group Germany Gomez Jimenez, Marcos Orbita97 Innovation Company Spain Grillea, Valentina MFG Baden‐Württemberg Germany Grimshaw, Paul University of Leeds United KingdomGrundström, Christina Linköping University, Dpt. of Mgmt and Engineering Sweden H. Rubin, Tzameret Samuel Neaman Institute for National Policy Research Israel Haavisto, Piia Laurea University of Applied Sciences Finland Habicht, Hagen HHL Leipzig Graduate School of Management Germany Hadamkova, Lucie CzechInvest Czech Republic Hafkesbrink, Joachim innowise GmbH Germany Hajduk‐Stelmachowicz, Marzena Rzeszow University of Technology Poland Halecker, Bastian University of Potsdam Germany Hallikas, Jukka Lappeenranta University of Technology Finland Han, Chunjia Southampton University United KingdomHansen, Anne Vorre Danish Institute of Fire and Security Technology Denmark Hashiba‐Horta, Luciana Natura Innovation & Technology Brazil Hautekeer, Jean‐Paul Dow Corning Belgium Heikura, Tuija Finnish Science Park Association, Tekel Ltd Finland Heinonen, Mikko Savonia University of Applied Sciences Finland Henderson, Mary EMC Corporation USA Henttonen, Kaisa Lappeenranta University of Technology Finland Heo, Youn Seok Korea Telecom (KT) Korea, Republic ofHilbig, Romy Fraunhofer MOEZ Germany Hinkkanen, Juha Lappeenranta University of Technology Finland Hodgson, Martha Pure Insight United Kingdom

100

Hoeft, Anja Robert Bosch GmbH Germany Hohl, Eberhard University of Applied Sciences Ravensburg‐Weingarten Germany Holzer, Jacqueline University of Applied Sciences Lucerne Switzerland Honkela (ex Janasik), Nina University of Helsinki Finland Hovis, Jeff Product Genesis USA Hsieh, Kuo‐Nan Yuan Ze University Taiwan Hsu, Teresa Tiaojung Cheng Shiu University Taiwan Hubert, Marco Zeppelin University Germany Huizingh, Eelko University of Groningen Netherlands Huotari, Jouni JAMK University of Applied Sciences Finland Hurmelinna‐Laukkanen, Pia University of Oulu, Oulu Business School Finland Hurnonen, Salla Lappeenranta University of Technology Finland Husted, Kenneth University of Auckland Business School New Zealand Hyland, Joanne rInnovation Group USA Ishii, Kazuyoshi Kanazawa Institute of Technology Japan Janeeh, Saleh Dubal United Arab EmiratesJärvensivu, Timo Aalto University Finland Jensen, Karina Reims Management School France Jeong, Seongkyoon Korea Institute of Machinery and Materials Korea, Republic ofJo, Haejin Seoul National University Korea, Republic ofJohansen, Jens Petter NTNU Social Research Norway Johnsson, Mikael Blekinge Institute of Technology Sweden Jokán, Anita Eötvös Loránd University Hungary Jones, Liz Strategy Regeneration USA Jucevicius, Giedrius Kaunas University of Technology Lithuania Juhola, Tomi University of Turku, Lindorff Finland Oy Finland Junnila, Seppo Aalto University Finland Jussila, Jari Tampere University of Technology Finland Kachurina, Polina Vitim oy Finland Kaivo‐oja, Jari Finland Futures Research Centre, University of Turku Finland Kakko, Ilkka Karostech Finland Kamau, Felix ESAMI Tanzania Kangas, Seppo Centria University of Applied Sciences Finland Kangasniemi, Anni Aalto University Finland Kanto, Laura Aalto University Finland Karlsson, Magnus Ericsson Sweden Kärnä, Marika Aalto University Finland Kässi, Tuomo Lappeenranta University of Technology Finland Kaudela‐Baum, Stephanie Lucerne University of Applied Sciences and Arts Switzerland Kauffeldt, Julian Vincent Ulm University Germany Kebo, Vladimír Regional Development Agency Ostrava Czech Republic Keckl, Matthias Fraunhofer Venture Germany Kekale, Tauno Vaasa University of Applied Sciences Finland Kianto, Aino Lappeenranta University of Technology Finland Kilimba, Jackson ESAMI Tanzania Kim, Byoung Soo Korea Institute of S&T Evaluation and Planning Korea, Republic ofKim, Young Myoung Korea Telecom (KT) Korea, Republic ofKim, Yun Sungkyunkwan University Korea, Republic ofKirkels, Yvonne Fontys Hogescholen Netherlands Koenecke, Jonas Celanese Emulsions GmbH Germany Kohn, Stefan PDMA e.V. / Deutsche Telekom AG Germany Kola‐Nyström, Sari Appelsiini Finland Oy Finland Kononiuk, Anna Bialystok University of Technology Poland Koppe, Anna Hochschule Osnabrück Germany Korhonen, Iida Aalto University Finland Kortelainen, Samuli Lappeenranta University of Technology Finland Koskinen, Jyrki Oy IBM Finland Ab Finland Kosonen, Miia Lappeenranta University of Technology Finland Krawczyk, Piotr JAMK University of Applied Sciences Finland Kudic, Muhamed Halle Institute for Economic Research (IWH) Germany Kune, Hank Educore Netherlands Kunz, Igor Celanese Emulsions GmbH Germany Kuschel, Magnus Volvo / Commute Greener! Sweden Kutvonen, Antero Lappeenranta University of Technology Finland Kwak, DaeWoen GainIT Co., Ltd. Korea, Republic ofKytölä, Juha Wärtsilä Finland Laaperi, Antti Lappeenranta University of Technology Finland Labedzka, Joanna Institute for Sustainable Technologies ‐ National Research Institute Poland Laine, Mikko Aalto University Finland Laitinen, Jukka Laurea University of Applied Sciences Finland Lamming, Richard Manchester Business School United KingdomLampikoski, Tommi Aalto University USA

101

Langenberg, Lars Pumacy Technologies AG Germany Langergaard, Luise Li Roskilde University Denmark Launonen, Pentti Aalto University Finland Lefebvre, Virginie Ghent University Belgium Leitner, Karl‐Heinz AIT Austrian Institute of Technology GmbH Austria Lejeune, Albert ESG ‐ UQAM Canada Leker, Jens University of Münster Germany Leminen, Seppo Laurea University of Applied Sciences Finland Lenhart, Gaby ETSI France Liang, Liting SC‐Research, The University of Vaasa Finland Lilja, Kari Aalto University Finland Lillehagen, Frank Commitment AS Norway Lindhult, Erik Mälardalen University Sweden Liotta, Giacomo University of Southern Denmark Denmark Li‐Ying, Jason Technical University of Denmark Denmark Longo, M. Cristina Dept. of Economics and Business, University of Catania Italy Lorentz, Romain EBInnov, School of Industrial Biology France Lüttgens, Dirk Technology and Innovation Management Group ‐ RWTH Aachen Germany Machholm, Thorbjørn Grundfos Holding A/S Denmark Madsen, Arne Stjernholm Novo Nordisk A/S Denmark Magruk, Andrzej Bialystok University of Technology Poland Magunje, Chengetai ESAMI Tanzania Mahajan, Aarti Ghent University Belgium Maijanen‐Kyläheiko, Päivi Lappeenranta University of Technology Finland Mäkelä, Teea Aalto University Finland Malik, Khaleel University of Manchester United KingdomMalisa, Leon ESAMI Tanzania Mansfield, Glynn HYPE Softwaretechnik GmbH Germany Martinez Casanovas, Matilde Orbita97 Innovation Company Spain Martovoy, Andrey CRP Henri Tudor Luxembourg Mattes, Katharina Fraunhofer ISI Germany Maunula, Melina Lappeenranta University of Technology Finland Mazurkiewicz, Adam Institute for Sustainable Technologies ‐ National Research Institute Poland McCarthy, Killian Rijksuniversiteit Groningen Netherlands McClusky, Mark Newry Corp. USA McFarthing, Kevin Innovation Fixer United KingdomMcIntyre, Sharon Chaordix Inc. Canada McMillan, Steve Penn State Abington USA Menenti, Anna MANS Netherlands Mention, Anne‐Laure CRP Henri Tudor Luxembourg Meristö, Tarja FuturesLab CoFi / Laurea University of Applied Sciences Finland Merkel DeJames, Sandra Novozymes USA Metiner, Oznur T. GARANTI BANKASI A.S. Turkey Meyer‐Schwickerath, Ben IPRI ‐ International Performance Research Institute GmbH Germany Michailova, Snejina The University of Auckland Business School New Zealand Mietzner, Dana Technical University of Applied Sciences Wildau Germany Miller, Kristel Queens University United KingdomMiller, Michelle Michelle Miller Business Design USA Mohannak, Kavoos Queensland University of Technology Australia Monnier, Bernard Monnier Innovation Management France Monto, Sari Lappeenranta University of Technology Finland Moore, Heather Vodafone Group Germany Mount, Matthew University of Kent United KingdomMühlenhoff, Judith University of Potsdam Germany Munkumba, Michael ESAMI Tanzania Mwape, Bonard ESAMI Tanzania Mziray, Sheila ESAMI Tanzania Nagahira, Akio Tohoku University Japan Narasimhalu, Desai Singapore Management University Singapore Natalicchio, Angelo Politecnico di Bari Italy Nazarko, Lukasz Bialystok University of Technology Poland Nedin, Christopher Department of Industry and Innovation Australia Neumann, Martin Pierburg GmbH Germany Neuvonen, Aleksi Demos Helsinki Finland Neyer, Anne‐Katrin Fraunhofer MOEZ Germany Niebudek, Marcus EBS Business School Germany Nieminen, Jorma Turku School of Economics Finland Nisula, Anna‐Maija Lappeenranta University of Technology Finland Öberg, Christina Lund University Sweden Olander, Heidi Lappeenranta University of Technology Finland Oliveira, Bruno Natura Brazil Olma, Sebastian Serendipity Lab Netherlands

102

O'Loughlin, Andrew Deakin University Australia Onarheim, Balder Technical University of Denmark Denmark O'Neale, Dion Callaghan Innovation New Zealand Onuma, Masaya Seikei University Japan Ooi, Yat Ming The University of Auckland Business School New Zealand Ormala, Erkki Aalto University Finland Ostergaard, Claus Aalborg University Denmark Osterlie, Thomas NTNU Social Research Norway Paananen, Vesa‐Matti Microsoft Oy Finland Pales, Sean ProSymmetry USA Palmberg, Christopher Tekes Finland Pandza, Krsto University of Leeds United KingdomPattojoshi, Puspalata C V Raman College of Engineering India Pawera, David Regional Development Agency Ostrava Czech Republic Pellikka, Jarkko Savonia University of Applied Sciences Finland Penttinen, Esko Aalto University Finland Pero, Mickael Fraunhofer ISI Germany Perrone, Giovanni Università di Palermo Italy Petraite, Monika Kaunas University of Technology Lithuania Pickett, Mike Moen, Inc. USA Pihlajamaa, Matti Aalto University Finland Pikkarainen, Minna VTT Technical Research Centre of Finland Finland Piller, Frank RWTH Aachen University Germany Pillkahn, Ulf Siemens AG Germany Pinheiro, Francisco Atos Spain Pinkwart, Andreas HHL Leipzig Graduate School of Management Germany Pinter, Djordje Austrian Institute of Technology Austria Pirttivaara, Mika Aalto University Finland Platzek, Bernd Hochschule Ravensburg‐Weingarten; University of Pretoria Germany Plieth, Hanna Leipzig Graduate School of Management Germany Podmetina, Daria Lappeenranta University of Technology Finland Polvinen, Kirsi Aalto University Finland Posch, Stefan Integrated Consulting Group Innovation GmbH Austria Post, Ger Fontys University of Applied Science Netherlands Poteralska, Beata Institute for Sustainable Technologies ‐ National Research Institute Poland Preissler, Steffen Fraunhofer MOEZ Germany Pretorius, Leon University of Pretoria South Africa Prexl, Katja‐Maria Zeppelin University Germany Probert, David Institute for Manufacturing, University of Cambridge United KingdomPulkka, Lauri Aalto University Finland Puumalainen, Kaisu Lappeenranta University of Technology Finland Quigley, Louise Moen, Inc. USA Rajala, Risto Aalto University Finland Ramazzini Braga, Frederico BRF Brazil Rannikko, Heikki Aalto University Finland Rasmussen, Casper Norwegian University of Life Science Norway Rebiazina, Vera National Research University Higher School of Economics Russia Redmond, Mark Ergon Energy Australia Repo, Petteri National Consumer Research Centre Finland Rhisiart, Martin University of South Wales United KingdomRiel, Andreas EMIRAcle c/o Grenoble INP France Riguelle, France HEC‐ULg Belgium Rimpiläinen, Antti CEMIS / Kajaani University of Applied Sciences Finland Ritala, Paavo Lappeenranta University of Technology Finland Robba, Serena University of Palermo Italy Rogova, Elena Higher School of Economics, Saint Petersburg Russia Rohrbeck, René Aarhus School of Business, Aarhus University Denmark Roseno, Axel Innovation Roundtable Denmark Rosenstand, Claus Aalborg University Denmark Rosiek, Janusz Cracow University of Economics Poland Rusanen, Helena Turku School of Economics Finland Russell, Nicole GSK United KingdomRytkönen, Eelis Aalto University Finland Sääskilahti, Esko Centria Research and Development Finland Sacchi, Luca Continuum srl Italy Salampasis, Dimitrios CRP Henri Tudor Luxembourg Salinto, Katja University of Eastern Finland Finland Salmelin, Bror European Commission Belgium Salminen, Vesa HAMK University of Applied Sciences Finland Samsonowa, Lydia BENTEN8 Germany Sandager, Henning Grundfos Holding a/s Denmark Santonen, Teemu Laurea University of Applied Sciences Finland

103

Sarkkinen, Minna Lappeenranta University of Technology Finland Saur‐Amaral, Irina IPAM ‐ The Marketing School Portugal Schaefer‐Kunz, Jan Hochschule Esslingen Germany Schallmo, Daniel Ulm University Germany Schepurek, Steven Detecon International GmbH Germany Schiltz, Laurent Confederation Construction Bruxelles‐Capitale Belgium Schlage, Fabian Nokia Siemens Networks Germany Schmalfuss, Björn Fraunhofer Venture Germany Schneckenberg, Dirk ESC Rennes School of Business France Schneider, Sabrina EBS Business School Germany Schönwetter, Gerald University of Applied Sciences Upper Austria‐FH Studienbetriebs Austria Schuermans, Eddy ESRAS Belgium Schultz, Christian University of Potsdam Germany Schulze, Mike EBS Business School Germany Schuurman, Dimitri iMinds ‐ MICT ‐ Ghent University Belgium Seidenstricker, Sven University of Stuttgart Germany Seppänen, Marko Tampere University of Technology Finland Sethi, Anju Clarkson University USA Seys, Constantijn iMinds ‐ MICT Belgium Shams, Maha Brunel University United KingdomSick, Nathalie University of Münster Germany Simula, Henri Aalto University Finland Sindakis, Stavros Bangkok University ‐ IKI SEA Thailand Sjögrén, Helena Lappeenranta University of Technology Finland Smirnova, Maria Saint Petersburg State University Russia Smith, Calvin EMC Corporation USA Smorodina, Tatiana HYPE Softwaretechnik GmbH Germany Smulders, Oscar Minase Netherlands Soliman, Wael Aalto University Finland Spieth, Patrick EBS Business School Germany Ståhlbröst, Anna Luleå University of Technology Sweden Stenros, Anne KONE Corporation Finland Stikeleather, James Dell USA Still, Kaisa VTT Technical Research Centre of Finland Finland Suominen, Veli‐Matti Wärtsilä Corporation Finland Syrjä, Pasi Lappeenranta University of Technology Finland Takemura, Masaaki Meiji University Japan Takimoto, Masae Osaka University of Economics and Law Japan Taneri, Niyazi MIT/SUTD USA Tanev, Stoyan University of Southern Denmark Denmark Tarnawska, Katarzyna Cracow University of Economics Poland Teplov, Roman Lappeenranta University of Technology Finland Thi Duc Nguyen, Nguyen Ritsumeikan University Japan Thorpe, Richard Leeds University Business School United KingdomTillack, Oliver HYPE Softwaretechnik GmbH Germany Timonen, Päivi National Consumer Research Center Finland Toppinen, Anne University of Helsinki Finland Torkkeli, Marko Lappeenranta University of Technology Finland Torvinen, Pekka Lappeenranta University of Technology Finland Trifilova, Anna University of Leipzig Germany Trombini, Giulia Ca' Foscari University of Venice Italy Tuisk, Tarmo Tallinn University of Technology Estonia Tukiainen, Sampo Aalto University Finland Tuominen, Markku Lappeenranta University of Technology Finland Tuppura, Anni Lappeenranta University of Technology Finland Turkama, Petra Aalto University Finland Ullrich, Sven Hochschule Esslingen Germany Uotila, Marjo TEKEL/ Enterprise Europe Network Finland Vagn, Anna Rose Aalborg University Denmark Valkokari, Katri VTT Technical Research Centre of Finland Finland van Beugen, Rogier KLM Netherlands Van der Veen, Gerrita Utrecht Business School Netherlands van Heeswijk, Huub MANS Netherlands van Putten, Alex Cameron and Associates USA Vandael, Mark CeeTee Belgium Veeckman, Carina iMinds‐SMIT, Vrije Universiteit Brussel Belgium Verstraete, Christian HP Belgium Vervoort, Koen iMinds / iLab.o Belgium Vesterbacka, Peter Rovio Finland Vidou, Géraldine CRP Henri Tudor Luxembourg Vishnevskiy, Konstantin National Research University Higher School of Economics Russia Voigt, Matthias University of Münster, ERCIS Germany

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Volchek, Daria Lappeenranta University of Technology Finland von Stamm, Bettina Innovation Leadership Forum United KingdomWagner, Georg Spirit Design ‐ Innovation and Brand GmbH Austria Wang, Owen Yao Ter Dept. of MIS, NCCU Taiwan Weiss, Astrid Fraunhofer Italia Research scarl Italy Welz, Kirill Ulm University Germany West, Pippa Bishopsteignton Players United KingdomWilliams, Ceri The University of Leeds United KingdomWilliams, Paul Rolls‐Royce PLC United KingdomWnuk, Urszula Institute for Sustainable Technologies ‐ National Research Institute Poland Woeran, Bruno Lappeenranta University of Technology Austria Wolfram, Pierre Friedrich‐Alexander University of Erlangen‐Nuremberg Germany Yarygin, Andrey National Research University Higher School of Economics Russia Yim, Sang Gu BBVA Spain Yip, Man Hang University of Cambridge United KingdomYokoyama, Narimasa Nihon University Japan Yoneyama, Shigemi Gakushuin University Japan Young, Ellen Newry Corp. USA Zeihsel, Frank Synnovating GmbH Germany Zhu, Hangzi Evonik Industries AG Germany Zunk, Bernd Markus Graz University of Technology Austria

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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, NetherlandsAssociate 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

Tor Helge Aas, Norwegian School of Economics, Norway Marcelo Amaral, Triple Helix Research Group, Brazil Anna‐Leena Asikainen, CRP Henri Tudor, Luxembourg Cinzia Battistella, University of Udine, Italy Iain Bitran, ISPIM, UK Thomas Bohné, University of Auckland Business School, New Zealand Michael Boronowsky, TZI Center for Computing and Communication

Technologies, Germany Maryse Brand, University of Groningen, Netherlands Alexander Brem, University of Erlangen‐Nuremberg, Germany Stephan Buse, TUHH, Germany Jeff Butler, Manchester Business School, United Kingdom Annick Castiaux, University of Namur, Belgium Colin Cheng, Yuan Ze University, Taiwan* Davide Chiaroni, Politecnico di Milano, Italy Steffen Conn, ISPIM, UK Claudio Cruz Cázares, Universidad Autónoma de Barcelona, Spain Clive‐Steven Curran, Fresenius Medical Care AG & Co. KGaA, Germany Jaouad Daoudi, Université du Québec en Outaouais, 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, Medical Technologies Innovation and Knowledge Centre,

UK Leona Fitzmaurice, The UAB Research Foundation, USA Helena Forsman, University of Tampere School of Management, Finland Federico Frattini, Politecnico di Milano, Italy Jorge Gomes, ISCTE‐IUL, Portugal Uwe Gross, RWTH Aachen University, Germany Christina Grundström, Linköping University, Sweden Praveen Gupta, Illinois Institute of Technology, USA Markus Hällgren, Umeå University, Sweden Wafa Hammedi, University of Namur, Belgium Sven Heidenreich, EBS Business School, Germany Hendrik Hielkema, Aalto University, Finland Dennis Hilgers, Universität Hamburg, Germany Pia Hurmelinna‐Laukkanen, University of Oulu, Finland Kristina Jespersen, Aarhus University, Denmark Dylan Jones‐Evans, University of Wales, UK 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 Business School, Germany Pentti Launonen, Aalto University, Finland Frank Lillehagen, Commitment AS, Norway Dirk Lüttgens, RWTH Aachen University, Germany Niall MacKenzie, University of Strathclyde, Hunter Centre for

Entrepreneurship, UK Giovanni Mangiarotti, CRP Henri Tudor, Luxembourg 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 Tobias Müller‐Prothmann, IAV GmbH, Germany Benjamin Niedergassel, University of Münster, Germany Florian Noseleit, University of Groningen, Netherlands Christina Öberg, Lund University, Sweden Anna Öhrwall Rönnbäck, Linköping University, Sweden

Ville Ojanen, Lappeenranta University of Technology, Finland Heidi Olander, Lappeenranta University of Technology, Finland Jaakko Paasi, VTT Technical Research Centre, Finland Nicole Pfeffermann, ISEIC Pfeffermann Consulting, Germany Abeer Pharaon, Innovation Culture Consulting, UK* Kalle Piirainen, Lappeenranta University of Technology, Finland Minna Pikkarainen, VTT Technical Research Centre, 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 Jaspar Roos, Dialogues Incubator, Netherlands Oliver Salge, Ruhr University Bochum, Germany Tatjana Samsonowa, i.PERF, Germany Teemu Santonen, Laurea University of Applied Science, Finland Irina Saur‐Amaral, IPAM, Portugal Francesco Schiavone, University Parthenope ‐ Naples, Italy Fabian Schlage, Nokia Siemens Networks, Germany Sabrina Schneider, EBS Business School, Germany Dimitri Schuurman, Ghent University, Belgium Fiona Schweitzer, Upper Austria University of Applied Sciences, Austria Marko Seppänen, Tampere University of Technology, Finland Maria Gabriela Silva, ISCTE‐IUL, Portugal Oscar Smulders, MINASE, Netherlands Patrick Spieth, EBS Business School, Germany Andre Spithoven, Vrije Universiteit Brussel, Belgium Jayakanth Srinivasan, Massachusetts Institute of Technology, USA Eric Stevens, ESCEM, France 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 Business School, Germany Allard van Riel, Radboud University Nijmegen, Netherlands Gijs van Wulfen, FORTH Innovation Group, Netherlands 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 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 Martin‐Luther University Halle‐Wittenberg (Halle) /

Fraunhofer‐Zentrum MOEZ and Eelko Huizingh of University of Groningen

ISPIM Special Issue on "Innovating in Global Markets: Challenges for Sustainable Growth" 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 "Technology Marketing and Innovation Management" 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.

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