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  • 1.
    Johnsson, Mikael
    Blekinge Institute of Technology, Faculty of Engineering, Department of Mechanical Engineering.
    Creating High-performing Innovation Teams2017In: Journal of Innovation Management, ISSN 21830606, Vol. 5, no 4, p. 23-47Article in journal (Refereed)
    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.

    Download full text (pdf)
    fulltext
  • 2.
    Johnsson, Mikael
    Blekinge Institute of Technology, Faculty of Engineering, Department of Mechanical Engineering.
    How Understanding of Agile Innovation Work Affects Innovation Teams2017Conference 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.

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    How understanding of agile innovation work affects innovation teams
  • 3.
    Johnsson, Mikael
    Blekinge Institute of Technology, Faculty of Engineering, Department of Mechanical Engineering.
    Important innovation enablers for innovation teams2016In: ISPIM Innovation Symposium; Manchester 2016, Manchester, 2016Conference 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.

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  • 4.
    Johnsson, Mikael
    Blekinge Institute of Technology, Faculty of Engineering, Department of Mechanical Engineering.
    Innovation Enablers and Their Importance for Innovation Teams2016Doctoral 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.

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  • 5.
    Johnsson, Mikael
    Blekinge Institute of Technology, Faculty of Engineering, Department of Mechanical Engineering. 1972.
    Innovation Enablers for Innovation Teams - A Review2017In: Journal of Innovation Management, E-ISSN 2183-0606, Vol. 5, no 3, p. 75-121Article in journal (Refereed)
    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.

    Download full text (pdf)
    Innovation Enablers for Innovation Teams - A Review
  • 6.
    Johnsson, Mikael
    Blekinge Institute of Technology, Faculty of Engineering, Department of Mechanical Engineering.
    Innovation Teams: Before Innovation Work is Begun2014In: ISPIM Innovation Symposium; Manchester, 2014Conference 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.

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    fulltext
  • 7.
    Johnsson, Mikael
    Blekinge Institute of Technology, Faculty of Engineering, Department of Mechanical Engineering.
    The emergence process of innovation teams2017In: ISPIM Innovation Symposium; Manchester, Manchester: The International Society for Professional Innovation Management (ISPIM) , 2017, p. 1-9Conference 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.

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  • 8.
    Johnsson, Mikael
    Blekinge Institute of Technology, Faculty of Engineering, Department of Mechanical Engineering.
    The importance of innovation enabler for innovation teams2016Conference 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.

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    fulltext
  • 9.
    Johnsson, Mikael
    et al.
    Blekinge Institute of Technology, Faculty of Engineering, Department of Mechanical Engineering.
    Hyrén, Cecilia
    RISE Research Institutes of Sweden AB, SWE.
    Problems when creating inter-organisational innovation teams2018Conference 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. 

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    Problems when creating inter-organisatinal innovation teams
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