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How to manage innovation processes in extensive networks: a longitudinal study

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How to manage innovation processes in extensive networks: a longitudinal study. / Aarikka-Stenroos, Leena; Jaakkola, Elina; Harrison, Debbie; Mäkitalo-Keinonen, Tiina.

In: Industrial Marketing Management, Vol. 67, 2017, p. 88-105.

Research output: Contribution to journalArticleScientificpeer-review

Harvard

Aarikka-Stenroos, L, Jaakkola, E, Harrison, D & Mäkitalo-Keinonen, T 2017, 'How to manage innovation processes in extensive networks: a longitudinal study', Industrial Marketing Management, vol. 67, pp. 88-105. https://doi.org/10.1016/j.indmarman.2017.09.014

APA

Aarikka-Stenroos, L., Jaakkola, E., Harrison, D., & Mäkitalo-Keinonen, T. (2017). How to manage innovation processes in extensive networks: a longitudinal study. Industrial Marketing Management, 67, 88-105. https://doi.org/10.1016/j.indmarman.2017.09.014

Vancouver

Aarikka-Stenroos L, Jaakkola E, Harrison D, Mäkitalo-Keinonen T. How to manage innovation processes in extensive networks: a longitudinal study. Industrial Marketing Management. 2017;67:88-105. https://doi.org/10.1016/j.indmarman.2017.09.014

Author

Aarikka-Stenroos, Leena ; Jaakkola, Elina ; Harrison, Debbie ; Mäkitalo-Keinonen, Tiina. / How to manage innovation processes in extensive networks: a longitudinal study. In: Industrial Marketing Management. 2017 ; Vol. 67. pp. 88-105.

Bibtex - Download

@article{5c5d64e0dea044dd86581e118db5e692,
title = "How to manage innovation processes in extensive networks: a longitudinal study",
abstract = "In this paper, we examine the managing of the full innovation process, from visioning to commercialisation, in extensive networks. By drawing on the IMP, strategic network, and innovation network literatures, we develop a comprehensive picture of the management activities when ‘mobilizing’, ‘orchestrating’, and ‘involving’ actors in working towards the innovation aim in such network settings. Through using two longitudinal case studies – the one pursuing radical and the other incremental innovation - we provide an empirically refined understanding of seven key management activities (motivating, resourcing, goal setting/refining, consolidating, coordinating, controlling, and leveraging), which are needed throughout the innovation process to turn the diversity of an innovation network into an opportunity rather than an obstacle. We demonstrate how actor diversity and the type of innovation (radical or incremental) shape the management activities, and map a dynamic actor composition that evolves alongside the innovation process. The longitudinal data highlights the consequences of the presence or lack of management activities, and the interlinkages between activities throughout the process. Our findings also provide insights for practitioners on how to cope with the increasing tendency to involve diverse stakeholders in innovation by pinpointing the critical management activities that can be employed.",
keywords = "Innovation process, network, management, ecosystem, Commercialization",
author = "Leena Aarikka-Stenroos and Elina Jaakkola and Debbie Harrison and Tiina M{\"a}kitalo-Keinonen",
note = "EXT={"}M{\"a}kitalo-Keinonen, Tiina{"}",
year = "2017",
doi = "10.1016/j.indmarman.2017.09.014",
language = "English",
volume = "67",
pages = "88--105",
journal = "Industrial Marketing Management",
issn = "0019-8501",
publisher = "Elsevier",

}

RIS (suitable for import to EndNote) - Download

TY - JOUR

T1 - How to manage innovation processes in extensive networks: a longitudinal study

AU - Aarikka-Stenroos, Leena

AU - Jaakkola, Elina

AU - Harrison, Debbie

AU - Mäkitalo-Keinonen, Tiina

N1 - EXT="Mäkitalo-Keinonen, Tiina"

PY - 2017

Y1 - 2017

N2 - In this paper, we examine the managing of the full innovation process, from visioning to commercialisation, in extensive networks. By drawing on the IMP, strategic network, and innovation network literatures, we develop a comprehensive picture of the management activities when ‘mobilizing’, ‘orchestrating’, and ‘involving’ actors in working towards the innovation aim in such network settings. Through using two longitudinal case studies – the one pursuing radical and the other incremental innovation - we provide an empirically refined understanding of seven key management activities (motivating, resourcing, goal setting/refining, consolidating, coordinating, controlling, and leveraging), which are needed throughout the innovation process to turn the diversity of an innovation network into an opportunity rather than an obstacle. We demonstrate how actor diversity and the type of innovation (radical or incremental) shape the management activities, and map a dynamic actor composition that evolves alongside the innovation process. The longitudinal data highlights the consequences of the presence or lack of management activities, and the interlinkages between activities throughout the process. Our findings also provide insights for practitioners on how to cope with the increasing tendency to involve diverse stakeholders in innovation by pinpointing the critical management activities that can be employed.

AB - In this paper, we examine the managing of the full innovation process, from visioning to commercialisation, in extensive networks. By drawing on the IMP, strategic network, and innovation network literatures, we develop a comprehensive picture of the management activities when ‘mobilizing’, ‘orchestrating’, and ‘involving’ actors in working towards the innovation aim in such network settings. Through using two longitudinal case studies – the one pursuing radical and the other incremental innovation - we provide an empirically refined understanding of seven key management activities (motivating, resourcing, goal setting/refining, consolidating, coordinating, controlling, and leveraging), which are needed throughout the innovation process to turn the diversity of an innovation network into an opportunity rather than an obstacle. We demonstrate how actor diversity and the type of innovation (radical or incremental) shape the management activities, and map a dynamic actor composition that evolves alongside the innovation process. The longitudinal data highlights the consequences of the presence or lack of management activities, and the interlinkages between activities throughout the process. Our findings also provide insights for practitioners on how to cope with the increasing tendency to involve diverse stakeholders in innovation by pinpointing the critical management activities that can be employed.

KW - Innovation process

KW - network

KW - management

KW - ecosystem

KW - Commercialization

U2 - 10.1016/j.indmarman.2017.09.014

DO - 10.1016/j.indmarman.2017.09.014

M3 - Article

VL - 67

SP - 88

EP - 105

JO - Industrial Marketing Management

JF - Industrial Marketing Management

SN - 0019-8501

ER -