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Johnsson, Mikael
Publications (9 of 9) Show all publications
Johnsson, M. & Hyrén, C. (2018). Problems when creating inter-organisational innovation teams. In: : . Paper presented at ISPIM Innovation Conference – Innovation, The Name of The Game, Stockholm.
Open this publication in new window or tab >>Problems when creating inter-organisational innovation teams
2018 (English)Conference paper, Published paper (Refereed)
Abstract [en]

This research aims to gain knowledge on how inter-organisational collaborative innovation and research projects can be initiated through a systematic workshop series. A series of workshops was planned and executed by an intermediator organisation. Sixteen participants representing academia, industry, and funding institutions were invited with the goal of initiating collaborative innovation or research projects. Data were collected through observations, statement-based questionnaires, and interviews. At the end of the workshop series, no projects were initiated. The problems were identified as the intermediator’s lack of knowledge in selecting and preparing participants for this setting, but also the participants’ lack of knowledge regarding innovation work and collaboration on an inter-organisational basis. Further research is suggested. 

Keywords
innovation team, innovation management, multi-functional, x-functional
National Category
Other Engineering and Technologies not elsewhere specified
Identifiers
urn:nbn:se:bth-16860 (URN)
Conference
ISPIM Innovation Conference – Innovation, The Name of The Game, Stockholm
Funder
Knowledge Foundation, 1111780
Available from: 2018-08-13 Created: 2018-08-13 Last updated: 2021-01-12Bibliographically approved
Johnsson, M. (2017). Creating High-performing Innovation Teams. Journal of Innovation Management, 5(4), 23-47
Open this publication in new window or tab >>Creating High-performing Innovation Teams
2017 (English)In: Journal of Innovation Management, ISSN 21830606, Vol. 5, no 4, p. 23-47Article in journal (Refereed) Published
Abstract [en]

This research suggests a conceptual process of how to create highperforming

innovation teams to meet the market’s need of faster ways of

conducting innovation work. The CIT-process (Creating high-performing

Innovation Teams) is a five-step-process systematically developed to meet

organizational-, team-, and individual perspectives. On a holistic level, this

research contributes to prior research by bringing research on innovation teams

and high-performing teams together to become a pre-stage to established group

dynamic processes and innovation processes. Practical implications and future

research are suggested.

Place, publisher, year, edition, pages
FEUP edições (Faculdade de Engenharia da Universidade do Porto Edicoes), 2017
Keywords
high-performing; high performing; innovation team; group process; teamwork; multi-functional; X-functional; innovation work; group development; product development, NPD
National Category
Other Mechanical Engineering
Identifiers
urn:nbn:se:bth-15705 (URN)
Funder
Knowledge Foundation
Available from: 2018-01-02 Created: 2018-01-02 Last updated: 2021-10-01Bibliographically approved
Johnsson, M. (2017). How Understanding of Agile Innovation Work Affects Innovation Teams. In: : . Paper presented at ISPIM Innovation Summit, Melbourne.
Open this publication in new window or tab >>How Understanding of Agile Innovation Work Affects Innovation Teams
2017 (English)Conference paper, Published paper (Refereed)
Abstract [en]

 This research aims to explore how the understanding of agile innovation work methodologies affect innovation teams and the progress of innovation projects. In a long-term research, three innovation teams were studied through questionnaires, interviews, audio-recorded interviews and rich notes from. The data was analysed using group development theories and knowledge taxonomy to determine the relation of the teams' estimated knowledge and their performance in relation to the teams’ group development status. The results indicate that innovation teams that are unfamiliar with agile innovation work tend to not seek collaboration due to uncertainty, which results in slow progress. When an innovation team’s surrounding organisation is unfamiliar with agile innovation methodologies it tends to not offer their support until the innovation team can prove progress, also slowing the progress down. The opposite is noticed when innovation teams and the organisation understands how to apply agile innovation work methodologies, collaboration occurs easily, resulting in positive progress. Further research is suggested.

Keywords
innovation; innovation management; innovation team; group development
National Category
Other Mechanical Engineering
Identifiers
urn:nbn:se:bth-15704 (URN)
Conference
ISPIM Innovation Summit, Melbourne
Funder
Knowledge Foundation, 20120278
Available from: 2018-01-02 Created: 2018-01-02 Last updated: 2021-01-12Bibliographically approved
Johnsson, M. (2017). Innovation Enablers for Innovation Teams - A Review. Journal of Innovation Management, 5(3), 75-121
Open this publication in new window or tab >>Innovation Enablers for Innovation Teams - A Review
2017 (English)In: Journal of Innovation Management, E-ISSN 2183-0606, Vol. 5, no 3, p. 75-121Article in journal (Refereed) Published
Abstract [en]

This review consolidates research on innovation enablers for

innovation teams, defined within this research as factors that enable a crossfunctional

team within an organization to conduct innovation work, to provide a

deeper understanding of what factors enable innovation teams to conduct

innovation work, which means that this research involves three areas to provide

a holistic picture: the organizational context, the team itself, and the individuals

within the innovation team. A systematic database search was conducted in

which 208 relevant articles were identified and analyzed thematically way.

Twenty innovation enablers related to innovation teams were identified:

awareness, capabilities, climate, collaboration, culture, dedication, economy,

education, empowerment, entre- / intrapreneurship, human resources,

incentives, knowledge, knowledge management, management, mind-set, need,

processes, strategy, and time. This review contributes to prior research a deeper

understanding of what key factors enable innovative work for innovation teams.

Suggestions of both academic and practical use for the identified innovation

enablers are included in this review, and direction for future research is

suggested.

Place, publisher, year, edition, pages
Porto, Portugal: FEUP - DEGI, 2017
Keywords
innovation, innovation management, innovation enabler, NPP
National Category
Other Mechanical Engineering
Identifiers
urn:nbn:se:bth-15703 (URN)
Funder
Knowledge Foundation, 20120278
Available from: 2018-01-02 Created: 2018-01-02 Last updated: 2021-01-07Bibliographically approved
Johnsson, M. (2017). The emergence process of innovation teams. In: ISPIM Innovation Symposium; Manchester: . Paper presented at XXVIII ISPIM Conference, Vienna (pp. 1-9). Manchester: The International Society for Professional Innovation Management (ISPIM)
Open this publication in new window or tab >>The emergence process of innovation teams
2017 (English)In: ISPIM Innovation Symposium; Manchester, Manchester: The International Society for Professional Innovation Management (ISPIM) , 2017, p. 1-9Conference paper, Published paper (Refereed)
Abstract [en]

This research aims to gain knowledge regarding the group development process of newly formed innovation teams. In this comparative research, five multi-functional innovation teams based on voluntary members have been studied in an industrial context, all intending to conduct innovation projects after being educated in innovation management. In total 36 respondents have been studied. Qualitative data have repeatedly been collected from observations, interviews, questionnaires, and notes from team meetings in a timeframe of 6 - 18 month. Three of the teams were created in accordance with an explicit and stepwise methodology to create innovation teams, the other two teams were gathered to a sequence of educational seminars. Significant findings were that the teams created in accordance with the innovation-team-creation-methodology didn’t suffer from group dynamic problems, while the other two teams did. Further, the first three teams started innovation projects while the other two teams did not. Further research is suggested.

Place, publisher, year, edition, pages
Manchester: The International Society for Professional Innovation Management (ISPIM), 2017
Series
ISPIM Innovation Symposium; Manchester
Keywords
innovation, innovation management, innovation team, innovation group, group development
National Category
Mechanical Engineering
Identifiers
urn:nbn:se:bth-15070 (URN)
Conference
XXVIII ISPIM Conference, Vienna
Available from: 2017-08-28 Created: 2017-08-28 Last updated: 2021-01-12Bibliographically approved
Johnsson, M. (2016). Important innovation enablers for innovation teams. In: ISPIM Innovation Symposium; Manchester 2016: . Paper presented at The XXVII ISPIM Conference, Porto. Manchester
Open this publication in new window or tab >>Important innovation enablers for innovation teams
2016 (English)In: ISPIM Innovation Symposium; Manchester 2016, Manchester, 2016Conference paper, Published paper (Refereed)
Abstract [en]

This research aims to study if innovation enablers (Enablers), i.e. factors that enable innovation work, are important for innovation teams in on-going innovation work and if lack of Enablers affects innovation projects negatively. The background to this study is that prior research states that numerous factors are important for innovation work, but there’s still knowledge to gain whatever these Enablers are perceived to be important by innovation teams. Data from three innovation teams on-going innovation projects, supported by an external facilitator, were used within this study. The long-term qualitative study shows that all Enablers are important, but also that a facilitator is important. Lack of Enablers may cause negative effects on innovation projects, where nine enablers within this study were identified to be critical for avoiding project delays. Further research is suggested.

Place, publisher, year, edition, pages
Manchester: , 2016
Series
ISPIM Innovation Symposium
Keywords
Innovation enabler; Innovation team; Innovation group, Innovation management
National Category
Mechanical Engineering
Identifiers
urn:nbn:se:bth-15072 (URN)
Conference
The XXVII ISPIM Conference, Porto
Funder
Knowledge Foundation, 20120278
Available from: 2017-08-28 Created: 2017-08-28 Last updated: 2021-01-07Bibliographically approved
Johnsson, M. (2016). Innovation Enablers and Their Importance for Innovation Teams. (Doctoral dissertation). Karlskrona: Blekinge Tekniska Högskola
Open this publication in new window or tab >>Innovation Enablers and Their Importance for Innovation Teams
2016 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

The aim of this research is to develop an understanding of factors that enable innovation teams to conduct agile innovation work in an industrial context. The background and reason for this research are not only that innovation is necessary for companies that want to stay in business, but also that these companies need to increase the speed of their innovation work to stay competitive. Research has demonstrated that cross-functional (X-functional) innovation teams are fast and agile, and are therefore assumed to be suitable for these activities. Still, there is much knowledge to be gained.

Prior research has identified factors that are seen as important from an organizational, team, and individual perspective to enable teams to work with potentially innovative outcomes. However, in cases where teams have been created with the purpose of conducting innovation work, i.e. innovation teams, problems related to e.g. performance and learning have occurred, and the innovation work has stopped shortly after conducted research projects due to the high level of complexity.

The research question (RQ) that this thesis explores is the following: “Which innovation enablers are important for innovation teams when conducting agile innovation work in an industrial context?” Based on the RQ, two sub-questions are formulated and operationalized to answer the RQ.

Qualitative data have been collected from five innovation teams in two phases. Two innovation teams in two small- and medium-sized enterprises (SMEs) were studied in the first phase to clarify the situation for innovation teams before innovation work is begun. In the second phase, which built on the first one, three innovation teams in a large industrial company were studied as they conducted three separate innovation projects.

This research revealed five main findings: first, knowledge about important innovation enablers (Enablers) revealed from a literature study; second, the Innovation Team Model (ITM), demonstrating innovation teams before innovation work is begun in relation to the individuals and organization in a holistic way; third, the innovation team creation process (CIT-process), a stepwise process in how to create an innovation team; fourth, the innovation facilitator, who supports and facilitates the innovation team throughout the CIT-process and the innovation projects; and fifth, the Extended Innovation Process (EIP), an extension of the traditional innovation process by a pre-phase, i.e. a Preparation-phase, to gather and prepare the innovation teams for forthcoming work. The findings regarding the importance of the CIT-process, the EIP, and the innovation facilitator were unexpected.

The findings formed the Innovation Team Framework (ITF), which represents all of the findings in relation to each other. The EIP is used as the basis for which the other innovation enablers are provided to the innovation teams through an innovation facilitator’s competence throughout the innovation project. The ITF is multidimensional: it could serve as a tool to describe both the simplicity and the complexity when creating an innovation team and forthcoming work and activities.

All separate findings within this research contribute to prior research in individual ways, however, the ITF is the main scientific contribution of this study to Innovation management.

Practitioners can use the ITF as a complement to already established methodologies for product development or similar; however one should be aware of the limited nature of the data set that served as the basis for analysis and development of the ITF.

Further studies regarding the ITF and its detailed models and processes are suggested.

Place, publisher, year, edition, pages
Karlskrona: Blekinge Tekniska Högskola, 2016
Series
Blekinge Institute of Technology Doctoral Dissertation Series, ISSN 1653-2090 ; 7
Keywords
Innovation team, Innovation group, Cross-functional, Multi-funtional, Innovation enabler, Innovation process, Group development, Facilitator, Competence
National Category
Other Mechanical Engineering
Identifiers
urn:nbn:se:bth-13021 (URN)978-91-7295-330-7 (ISBN)
Opponent
Supervisors
Available from: 2016-10-12 Created: 2016-09-20 Last updated: 2021-01-13Bibliographically approved
Johnsson, M. (2016). The importance of innovation enabler for innovation teams. In: : . Paper presented at The 23rd EurOMA Conference, Trondheim.
Open this publication in new window or tab >>The importance of innovation enabler for innovation teams
2016 (English)Conference paper, Published paper (Refereed)
Abstract [en]

This research aims to study the importance of innovation enablers (Enablers), i.e. factors that enable innovation work, for innovation teams in on-going innovation work and to identify which Enablers that are most important. Prior research states that Enablers are important for innovation work, but there’s still knowledge to gain regarding their relative importance. Data from three innovation teams, supported by an external facilitator, were used within this study. The long-term qualitative study demonstrates that the Enablers’ importance varies, but Collaboration, Dedication and Mind-set were the most important Enablers in general to overcome innovation project related problems. Further research is suggested.

Keywords
Innovation management, Innovation enabler, Innovation team, Innovation group
National Category
Mechanical Engineering
Identifiers
urn:nbn:se:bth-15071 (URN)
Conference
The 23rd EurOMA Conference, Trondheim
Funder
Knowledge Foundation, 20120278
Available from: 2017-08-28 Created: 2017-08-28 Last updated: 2021-01-18Bibliographically approved
Johnsson, M. (2014). Innovation Teams: Before Innovation Work is Begun. In: ISPIM Innovation Symposium; Manchester: . Paper presented at The XXV ISPIM Conference, Dublin.
Open this publication in new window or tab >>Innovation Teams: Before Innovation Work is Begun
2014 (English)In: ISPIM Innovation Symposium; Manchester, 2014Conference paper, Published paper (Refereed)
Abstract [en]

This paper focuses on innovation teams before innovation work is begun.

The reason is that innovation teams are considered to be successful doing such work.

However, prior studies show problems in innovation-related-knowledge, -

knowledge gaps, -information and -awareness why this research aims to

understand these aspects and how they relate to newly formed innovation team as

they need to handle these aspects. Two case studies conducted during 1,5 years

show that a newly formed innovation team is in a very complicated situation where

the identified aspects relate not only to the individual members but also to the

team, its context and network within and outside the organization. Practical

implications for this research could be used when planning-, creating- and

starting up new innovation teams, helping management and team members to

understand the complexity, for which a model is developed and described.

Series
ISPIM Innovation Symposium
Keywords
Innovation management, innovation team, innovation group, innovation work, affordance
National Category
Mechanical Engineering
Identifiers
urn:nbn:se:bth-15073 (URN)
Conference
The XXV ISPIM Conference, Dublin
Funder
Knowledge Foundation, 20120278
Available from: 2017-08-28 Created: 2017-08-28 Last updated: 2021-01-18Bibliographically approved
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