Relevant bibliographies by topics / Innovation paradox

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Innovation paradox'

Author: Grafiati
Published: 30 June 2021
Last updated: 12 February 2022

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Journal articles on the topic "Innovation paradox"

1

Glavovic, Bruce. "Coastal Innovation Paradox." Sustainability 5, no. 3 (March 4, 2013): 912–33. http://dx.doi.org/10.3390/su5030912.

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Giddens, Jean. "The Innovation Paradox." Journal of Professional Nursing 31, no. 4 (July 2015): 271–72. http://dx.doi.org/10.1016/j.profnurs.2015.06.008.

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Chan, Jeremy. "China's innovation paradox." Perspectives: Policy and Practice in Higher Education 19, no. 1 (January 2, 2015): 23–27. http://dx.doi.org/10.1080/13603108.2014.992999.

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Hofstra, Bas, Vivek V. Kulkarni, Sebastian Munoz-Najar Galvez, Bryan He, Dan Jurafsky, and Daniel A. McFarland. "The Diversity–Innovation Paradox in Science." Proceedings of the National Academy of Sciences 117, no. 17 (April 14, 2020): 9284–91. http://dx.doi.org/10.1073/pnas.1915378117.

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Prior work finds a diversity paradox: Diversity breeds innovation, yet underrepresented groups that diversify organizations have less successful careers within them. Does the diversity paradox hold for scientists as well? We study this by utilizing a near-complete population of ∼1.2 million US doctoral recipients from 1977 to 2015 and following their careers into publishing and faculty positions. We use text analysis and machine learning to answer a series of questions: How do we detect scientific innovations? Are underrepresented groups more likely to generate scientific innovations? And are the innovations of underrepresented groups adopted and rewarded? Our analyses show that underrepresented groups produce higher rates of scientific novelty. However, their novel contributions are devalued and discounted: For example, novel contributions by gender and racial minorities are taken up by other scholars at lower rates than novel contributions by gender and racial majorities, and equally impactful contributions of gender and racial minorities are less likely to result in successful scientific careers than for majority groups. These results suggest there may be unwarranted reproduction of stratification in academic careers that discounts diversity’s role in innovation and partly explains the underrepresentation of some groups in academia.
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Sabl, Andrew. "The paradox of innovation." Journal of Economic Behavior & Organization 182 (February 2021): 285–96. http://dx.doi.org/10.1016/j.jebo.2020.11.022.

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Ito, Nobuiuki Costa, and Mihail De Pieri Mirica. "ADMINISTRAÇÃO DE P&D NA INDÚSTRIA DE ALTA TECNOLOGIA: COMO GERENCIAR UM PARADOXO? DOI:10.7444/fsrj.v2i2.60." Future Studies Research Journal: Trends and Strategies 2, no. 2 (December 7, 2010): 108–31. http://dx.doi.org/10.24023/futurejournal/2175-5825/2010.v2i2.60.

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The competitive environment of the knowledge age is getting more complex, dynamic, and fast-moving each day. The high tech industry is intensively tied to its effects and demands for innovation, so the field of Research and Development must act strategically, generating innovations and granting success and sustainability to the business. However, there is a paradox in R&D which may lay traps and obstacles disguised by the busy day-to-day activity of the organization. The purpose of this paper is to point out directions that managers may take to cope with these contradictions in R&D administration. The R&D paradox is rooted in the conflict between exploitation, achieved by continual improvement through incremental innovation, and by exploration, which seeks new opportunities in the creation of new technologies through disruptive innovations. These two sides of the paradox demand different, and sometimes even divergent, organizations. Top management leadership is crucial for the acceptance and balancing of the contradictions created by this paradox, and can align exploitation/exploration through distributive and integrative decisions and transform companies into truly ambidextrous organizations. Key-words: Research & Development. Innovation. Paradox. Ambidextrous organizations. Strategy.
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Miyagiwa, Kaz, and Yunyun Wan. "Innovation and the merger paradox." Economics Letters 147 (October 2016): 5–7. http://dx.doi.org/10.1016/j.econlet.2016.08.005.

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Ess, Charles Melvin. "Media innovations: success and paradox. (Editorial Introduction)." Journal of Media Innovations 2, no. 2 (August 12, 2015): 1–5. http://dx.doi.org/10.5617/jmi.v2i2.2371.

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I review the four main articles constituting this issue, highlighting successes as well as tensions and conflicts uncovered across the articles in various efforts at innovation. I conclude by noting how both individual articles and articles taken together reinforce, expand, and/or call into question larger patterns of media innovations as these have been articulated in previous issues of The Journal of Media Innovations.
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Ricketts, Thomas C., and Arnold D. Kaluzny. "Innovation within innovation: A paradox for cancer control research." Family & Community Health 12, no. 3 (November 1989): 54–62. http://dx.doi.org/10.1097/00003727-198911000-00007.

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Li, Fei. "The Paradox of Reputation for Innovation." Academy of Management Proceedings 2020, no. 1 (August 2020): 18361. http://dx.doi.org/10.5465/ambpp.2020.18361abstract.

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Dissertations / Theses on the topic "Innovation paradox"

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Lo, Amadou. "Le développement de l’ambidextrie contextuelle à l’aide d’un outil de gestion : étude de cas exploratoire du Fab Lab interne chez Renault." Thesis, Lyon 3, 2015. http://www.theses.fr/2015LYO30064/document.

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Cette thèse a pour objectif de mieux comprendre et d’accompagner les stratégies d’innovation des entreprises face aux défis liés à l’intensification de la dynamique et des changements de l’environnement économique. Or, afin de survivre à ces rythmes économiques, la littérature préconise aux organisations de concilier leurs activités d’exploitation et leurs activités d’exploration de façon concomitante. Dans ce cadre, notre travail étudie spécifiquement une stratégie d’innovation conférant une importance particulière aux initiatives des individus dans les activités d’exploration : l’ambidextrie contextuelle. Simultanément, notre recherche examine un objet de recherche jusque là inédit dans le milieu académique : le Fab Lab d’entreprise (ou Fab Lab interne). A la croisée des chemins de ces deux sujets, cette thèse pose la question du développement de l’ambidextrie contextuelle à l’aide d’un Fab Lab d’entreprise.L’étude de cas menée au sein de l’une des premières structures à développer cette pratique de Fab Lab d’entreprise – le Groupe Renault – définit cet outil de gestion comme une quasi-structure propice au développement de l’ambidextrie contextuelle. Elle présente ensuite le pilotage à mener afin de développer l’ambidextrie contextuelle à l’aide d’un Fab Lab d’entreprise
This thesis aims to better understand and support corporate innovation strategies to help them coping with the challenges associated with the intensification of the dynamics and changes in the economic environment. However, in order to survive these economic rhythms, previous research recommends organizations to reconcile their exploitation and their exploration activities, concomitantly. In this context, our work specifically examines an innovation strategy giving particular attention to the initiatives of individuals in exploration activities : contextual ambidexterity. Simultaneously, our research examines an object of research previously unreleased in academic studies : the corporate Fab Lab (or internal Fab Lab). At the crossroads of these two subjects, this thesis raises the question of the development of contextual ambidexterity through a corporate Fab Lab. Our case study is conducted in Renault Group, one of the first structures to develop this practice of corporate Fab Lab. Our analysis permits to define this management tool as a quasi-structure conducive to the development of contextual ambidexterity. It then presents the guidance to lead in the objective of developing contextual ambidexterity through a corporate Fab Lab
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Mace, Richard. "Business model innovation, business model enablers and the strategic agility paradox." Thesis, Capella University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10254836.

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Business model innovation, business model enablers, and strategic agility are terms explicitly evaluated and explored by researchers and practitioners. The focus of this dissertation research project included the previous terms and the respective associations with business and leadership decision-making in the context of strategy and innovation. Research design and methodologies included a qualitative, embedded, single case-study through one-on-one, in-depth interviews with primary decision-makers from small technology companies in Minnesota, United States. Primary respondent qualifications were: (a) minimum of five years of experience, (b) minimum of five subordinates, and (c) decision power to influence business model innovation, business model enablers, or strategic agility. Three research questions guided the project: (1) How do the pillars of strategic agility (strategic sensitivity, leadership unity, and resource fluidity) affect business model innovations? (2) How can managers apply the pillars of strategic agility to enhance organizational strategic agility? and (3) How do senior leadership teams manage the contradictions and paradoxes within strategic agility? Respondent interviews were imported and analyzed through Nvivo qualitative data analytics software (QDAS). Over 50 findings are narrated in Chapter 4, of which included one of the key findings: Every company was actively engaged in the paradox, but none of the company leaders specifically calculated or processed the exact phrase – strategic agility paradox. Proposed in Chapter 5 are the set of recommendations for future researchers. The recommendations advocate research in or on contrasting industries and geographies, respondents with contrasting profiles, supplementary qualitative and quantitative techniques, alternative strategic agility pillars, and new research questions.

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Strandell, Dalius Sofia, and Titti Broman. "Exploring a Paradox Management Approach to Achieve Ambidexterity : Empirically Testing the Relevance and Applicability of the Paradox Map on Commercial Real Estate Owners." Thesis, KTH, Fastigheter och byggande, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-298300.

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The  real  estate  market  is  constantly  changing  due  to  shifts  in  demand  and  the  rise  of  new technologies. Innovations emerge at a relentless pace, and the timeframe for exploiting already established  value  is  reduced.  Commercial  real  estate  firms  must  therefore  be  able  to  exploit established  products  while,  at  the  same  time,  exploring  innovations.  The  ability  to  manage these opposing forces is called ambidexterity. Organisational ambidexterity is a well-explored area  in  the  academic  literature,  withnumerous  theories  regarding  how  to  achieve  it  most suitably. Wofford, Wyman and Starr (2020) present the paradox map that allegedly provides a practical visual focus for teams considering the short and long-term targets and change for the business. This paradox map has not been tested empirically. Thus, this master’s thesis explores the paradox management approach and thereby contributes to the gap in the academic literature. The  study  has  been  conducted  with  a  qualitative  research  approach.  The  collected  data consisted  of  semi-structured  interviews  and a document  analysis. Theinterviews  were  held with  respondents  from  five  different  commercial  real  estate  owners  and  a  total  of  nine interviews  were  conducted.  The  document  analysis  was  performed  by  studying  all firms’annual  reports  and  one  firm's  website  to  complement  the  respondent's  answers.The  results from the empirical study were analysed thematically with a deductive approach based on the theoretical framework on the paradox map. The  study concludes  that  the  six  sub-paradoxes  in  the  paradox  map  are  most  relevant  when organisations make decisions since they evidently influence decisions regarding innovations. It is also concluded that the commercial real estate owners are ambidextrous according to the innovation   paradox   of   exploit   and   explore.   Thus,   since   the   allegedly   ambidextrous organisations  proved  to  be  ambidextrous  according  to  the  innovation  paradox,  it  is  also concluded that the framework is applicable in practice.
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KARLSSON, MICHELLE, and CHARLOTTE VESTERLUND. "Managing the Innovation Paradox of Exploitation andExploration in R&D : Is measurement of innovation the key to promoteexploration?" Thesis, KTH, Industriell Management, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-238441.

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Managing the paradox of exploitation and exploration symbolises the simultaneous pursuit devoting enough resources to exploitation to ensure short-term profits and, at the same time, enough resources to exploration to ensure future organisational viability. Previous researchadvocates that sustained organisational performance and success highly depends on the interaction of exploitation and exploration or in other words, the balancing act between change and continuity. To strategically balance these contradictory requirements is a challenging task for most organisations since exploitation and exploration require fundamentally different organisational structures, processes, strategies and capabilities. Organisations that possess the ability to balance these contradictory requirements are referred to as ambidextrous organisations, what is evident is however that different ambidextrous strategies bring several distinctive challenges that organisations explicitly must deal with. Past literature advocates that management constitute an important part in creating organisational ambidexterity, but has nevertheless due to differentiations in organisational contexts resulted in ambiguous guidance in how to practically solve the tensions between exploitation and exploration. Scania the initiator of this thesis project, one of the world´s leading manufacturers within trucksand buses for heavy transport applications is sensing uncertainty in what undoubtedly used to be a relatively stable environment. Continues improvements has been a fundamental strategy in R&D for decades but in the face of a potentially disruptive technological shift, Scania senses urgency to leverage the innovation capability they possess, to reclaim the exploration space in order to act and seize upon these uncertainties. The purpose of this thesis is to explore how management can support and sustain the exploration space in a mature R&D department. This study builds upon a qualitative case study limited to a specific R&D department, Truck Chassis Development. To draw parallels and provide a deepened understanding of how the specific context of the organisation affect section managers at Truck Chassis Development in supporting and enabling exploration, interview data from several departments at R&D and sales & marketing is analysed. Results from this research show that there is an overall pressure for exploitation in R&D in general, and that section management encounter several challenges in supporting and sustaining the exploration space. An overall pressure for delivery precision crowds out time for exploration and present performance measurements are found to further add to this challenge since they are, to a large extent designed to measure and follow-up the relatively more certain and superior benefits from exploitation, implying that they tend to induce and support exploitative activities. The research findings provide managerial implications in terms of directing attention towards exploration through measurements of exploration.
Att balansera innovationsparadoxen syftar till den organisatoriska förmågan att tillägna tillräckliga resurser för exekvering för att säkerställa kortsiktig vinst, och samtidigt, tillägna tillräckliga resurser till utforskande för att säkra ett strategiskt framtida läge. Tidigare forskning visar att organisationers långsiktiga överlevnad är beroende av dessa avvägningar, att leverera produkter med högt kundvärde är viktigt för dagens affär men får inte göras på bekostnad av att utforska möjligheter som kan resultera i framtida innovationer. Att strategiskt balansera dessa två perspektiv utgör en stor utmaning för alla organisationer eftersom att exekvering och utforskande aktiviteter kräver helt olika förutsättningar när det kommer till strukturer, processer och strategier. Företag som besitter förmågan att balansera dessa två helt olika perspektiv brukar refereras som tvehänta. Tvehänta organisationer har visat sig balansera dessa två perspektiv på olika sätt, vilka alla medför utmaningar, dock av olika slag. Tidigare forskning har betonat ledarskap och chefskap som viktiga faktorer i skapandet av tvehänta organisationer men har på grund av organisatoriska differentieringar och olikheter resulterat i vaga riktlinjer angående hur man praktiskt löser de utmaningar som uppstår mellan exekverande och utforskande aktiviteter. Scania, initiativtagare till detta arbete är ett av världens ledande tillverkare inom lastbil och buss för tunga transporter. Scania känner osäkerhet i vad som brukade vara en således stabil bransch. Ständiga förbättringar har varit en betydelsefull strategi i decennier för forskning och utveckling, FoU, men inför ett eventuellt teknikskifte inser man att en betydligt större del av arbetet måste syfta till utforskande aktiviteter. Syftet med detta examensarbete är att undersöka hur management kan möjliggöra och främja utforskande aktiviteter i en mogen FoU-avdelning. Den utförda forskningen grundar sig i en kvalitativ fallstudie som är avgränsad till en specifik FoUavdelning, chassiutveckling för lastbil. För att få en djupare förståelse för ledarskap och det ledarskapsansvar som finns i att främja och stödja utforskande aktiviteter kräver vissa organisatoriska förutsättningar har ett flertal avdelningar inom FoU-organisationen samt sälj & marknad inkluderats i studien. Den utförda forskningen visar att chefer på den undersökta avdelningen möter av ett flertal utmaningar när de försöker möjliggöra och främja utforskande aktiviteter. Det grundar sig främst i ett högt focus på leveransprecision som begränsar chefer i sin roll att stödja och främja utforskande aktiviteter, följden av detta resulterar i begränsat med tid för utforskande eftersom dessa aktiviteter inte prioriteras. Nuvarande prestationsmätning visar indikationer på att ytterligare bidra till dessa utmaningar eftersom de avser att mäta till den största grad, leveransprecision, kvalité och kostnad och där utforskande aktiviteter saknar prestationsmätning. Resultatet av denna studie bidrar med praktiska implikationer för den studerade avdelningen. Eftersom att uppmärksamhet är den mest begränsade resursen har mätvärden för utforskande aktiviteter föreslagits då mätning och styrning av utforskande aktiviteter kan bidra till att dessa aktiviteter uppmärksammas samtidigt som de kan utgöra ett stöd för sektionscheferna i deras roll att främja och stödja utforskande aktiviteter.
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Gomez, Yannick. "Le rôle et les motivations d’une firme leader dans l’essai de transformation de son écosystème d’affaires en écosystème de l’innovation : le cas du site de Marcoule et du démantèlement nucléaire." Thesis, Lyon, 2017. http://www.theses.fr/2017LYSE3037.

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L’américain James MOORE a été le premier à évoquer le concept d’écosystème d’affaires dans un article de 1993 et dans un ouvrage paru en 1996. Plusieurs questions théoriques nous paraissent cependant devoir être complétées : - La place et le rôle d’une firme leader au sein d’un écosystème d’affaires - La question du cycle de vie d’un écosystème d’affaires - L’apparition du terme « écosystème de l’innovation » et son positionnement par rapport à ce concept d’écosystème d’affaires. Pour étudier ces différentes questions de recherche, nous avons observé durant une longue durée l’évolution de la plate-forme nucléaire de Marcoule. En 2013, le CEA Marcoule a lancé l’initiative du Pôle de Valorisation des Sites Industriels. L’objectif de la firme leader est donc de transformer son écosystème d’affaires en écosystème de l’innovation.Dans la première partie de l’étude de cas, nous avons étudié les motivations de la firme leader pour transformer son écosystème d’affaires en écosystème de l’innovation.Le démantèlement nucléaire conduit à sept grands paradoxes (humain, contractuel, déchets, sûreté, financier, territorial, technologique). Le cas Marcoule démontre que si les paradoxes sont majeurs, l’entreprise peut ne pas trouver en interne, par ses propres forces, les moyens d’y répondre. Certains paradoxes imposent des innovations d’exploration sur les plans conceptuels, managériaux et technologiques.La deuxième partie de l’étude de cas a été consacrée à l’étude du rôle du CEA Marcoule, leader de l’écosystème d’affaires territorial, pour transformer celui-ci.Dans ce cadre, nous avons pu observer et décrire trois actions concrètes d’enrôlement des acteurs, dans l’objectif de promouvoir une dynamique d’innovation :- La traduction marché de la montée en gamme de l’écosystème - La création d’un objet-frontière autour de la labellisation écosystèmique - L’ouverture de l’innovation Cette phase d’observation des actions d’enrôlement initiées par le leader de l’écosystème s’est déroulée durant la période de 2013 à mi 2017. Nous avons pu observer les débuts prometteurs de l’initiative PVSI et l’enrôlement réussi des acteurs autour des premiers projets lancés. L’observation du terrain de recherche Marcoule à travers le prisme de notre cadre conceptuel, la sociologie de la traduction, permet de mettre en évidence deux résultats importants.En premier lieu, l’étude du cas Marcoule nous permet de compléter l’approche théorique sur le cycle de vie d’un écosystème d’affaires, en particulier sur la notion d’intentionnalité. En effet, les changements de phase, de la naissance à l’expansion, de l’expansion à l’autorité et de l’autorité au déclin, ne résultent pas des actions prévisibles d’acteurs déterminés par la biologie, mais résultent des intentions stratégiques d’acteurs intelligents. Cette approche nous permet de proposer un nouvelle vision du cycle de vie d’un écosystème d’affaires : Naissance  Expansion  Transformation en écosystème de l’innovation  Déclin et MortEn second lieu, l’observation du cas Marcoule et de la firme leader de son écosystème d’affaires territorial permet de compléter les travaux académiques qui existent sur l’articulation des différentes formes d’ambidextrie. Le cas étudié permet ainsi de mettre en évidence l’existence d’une concurrence ambidextrielle pour l’allocation des ressources qui s’appuie sur l’instrumentalisation des paradoxes internes à l’organisation
The American James MOORE was the first to discuss the concept of business ecosystem in an article from 1993 and in a book published in 1996. Several theoretical questions seemingly need to be completed:- The place and role of a leading firm within a business ecosystem - The question of the life cycle of a business - The emergence of the term "ecosystem of innovation" and its positioning in relation to the concept of business ecosystem.In order to study those different research questions, we have observed for a long time the evolution of the nuclear platform of Marcoule. In 2013, the CEA Marcoule launched the Industrial Sites Valorisation Pole initiative, which aims to promote the upgrading of the ecosystem. The objective of the leading firm is therefore to transform its business ecosystem into an ecosystem of innovation. In the first part of the case study, we studied the motivations of the leading firm for transforming its business ecosystem into an innovation ecosystem.Nuclear dismantling leads to seven major paradoxes (human, contractual, waste, safety, financial, territorial, technological). The case of Marcoule demonstrates that if the paradoxes are major, the company may not find, internally, by its own forces, the means to respond. Some paradoxes impose innovations of exploration on the conceptual, managerial and technological levels. The second part of the case study was devoted to the study of the role of the CEA Marcoule, leader of the territorial business ecosystem in order to transform it. Then we observed and described three concrete enrolment actions of the actors,- The translation on the market of the ecosystem upgrading- The creation of a frontier object around ecosystem labelling- The opening of the innovation This phase of observation of the enrolment actions initiated by the leader of the ecosystem took place during the period from 2013 to mid 2017. We were able to observe the promising start of the PVIS initiative and the successful enrolment of the actors around the first projects that were launched. The observation of the Marcoule research field through the prism of our conceptual framework, the sociology of translation, makes it possible to highlight two important results.First, the study of the Marcoule case allows us to complete the theoretical approach on the life cycle of a business ecosystem, in particular on the notion of intentionality. Phase changes - from birth to expansion, from expansion to authority and from authority to decline - do not result from the foreseeable actions of actors determined by biology, but are the result of the strategic intentions of intelligent actors who continually calculate the gains and losses they can derive from their participation in the business ecosystem.We suggest replacing the traditional life cycle of a business ecosystem proposed by James MOORE (Birth  Expansion  Authority  Renewal  Decline and Death) by the following sequence (Birth  Expansion  Transformation in ecosystem of innovation  Decline and Death).Secondly, the observation of the Marcoule case and the leading firm of its territorial business ecosystem completes the academic work that exists on the articulation of different forms of ambidexterity. The CEA/Marcoule case shows us that all the implemented ambidextrous actions were legitimised by highlighting the problems needing to be solved, linked to the paradoxes of nuclear dismantling. purchasing needs to achieve a competition respecting all the rules of the public procurement
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Ingram, Amy E. "Innovation and the Family Firm: Leadership, Mindsets, Practices and Tensions." University of Cincinnati / OhioLINK, 2011. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1305030185.

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7

Karlsson, Michélle, and Charlotte Vesterlund. "Managing the Innovation Paradox of Exploitation and Exploration in R&D - : Is measurement of innovation the key to promote exploration?" Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-246078.

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Managing the paradox of exploitation and exploration symbolises the simultaneous pursuit devoting enough resources to exploitation to ensure short-term profits and, at the same time, enough resources to exploration to ensure future organisational viability. Previous research advocates that sustained organisational performance and success highly depends on the interaction of exploitation and exploration or in other words, the balancing act between change and continuity. To strategically balance these contradictory requirements is a challenging task for most organisations since exploitation and exploration require fundamentally different organisational structures, processes, strategies and capabilities. Organisations that possess the ability to balance these contradictory requirements are referred to as ambidextrous organisations, what is evident is however that different ambidextrous strategies bring several distinctive challenges that organisations explicitly must deal with. Past literature advocates that management constitute an important part in creating organisational ambidexterity, but has nevertheless due to differentiations in organisational contexts resulted in ambiguous guidance in how to practically solve the tensions between exploitation and exploration.  Scania the initiator of this thesis project, one of the world´s leading manufacturers within trucks and buses for heavy transport applications is sensing uncertainty in what undoubtedly used to be a relatively stable environment. Continues improvements has been a fundamental strategy in R&D for decades but in the face of a potentially disruptive technological shift, Scania senses urgency to leverage the innovation capability they possess, to reclaim the exploration space in order to act and seize upon these uncertainties. The purpose of this thesis is to explore how management can support and sustain the exploration space in a mature R&D department.  This study builds upon a qualitative case study limited to a specific R&D department, Truck Chassis Development. To draw parallels and provide a deepened understanding of how the specific context of the organisation affect section managers at Truck Chassis Development in supporting and enabling exploration, interview data from several departments at R&D and sales & marketing is analysed.  Results from this research show that there is an overall pressure for exploitation in R&D in general, and that section management encounter several challenges in supporting and sustaining the exploration space. An overall pressure for delivery precision crowds out time for exploration and present performance measurements are found to further add to this challenge since they are, to a large extent designed to measure and follow-up the relatively more certain and superior benefits from exploitation, implying that they tend to induce and support exploitative activities. The research findings provide managerial implications in terms of directing attention towards exploration through measurements of exploration.
Att balansera innovationsparadoxen syftar till den organisatoriska förmågan att tillägna tillräckliga resurser för exekvering för att säkerställa kortsiktig vinst, och samtidigt, tillägna tillräckliga resurser till utforskande för att säkra ett strategiskt framtida läge. Tidigare forskning visar att organisationers långsiktiga överlevnad är beroende av dessa avvägningar, att leverera produkter med högt kundvärde är viktigt för dagens affär men får inte göras på bekostnad av att utforska möjligheter som kan resultera i framtida innovationer. Att strategiskt balansera dessa  två perspektiv utgör en stor utmaning för alla organisationer eftersom att exekvering och utforskande aktiviteter kräver helt olika förutsättningar när det kommer till strukturer, processer och strategier. Företag som besitter förmågan att balansera dessa två helt olika perspektiv brukar refereras som tvehänta. Tvehänta organisationer har visat sig balansera dessa två perspektiv på olika sätt, vilka alla medför utmaningar, dock av olika slag. Tidigare forskning har betonat ledarskap och chefskap som viktiga faktorer i skapandet av tvehänta organisationer men har på grund av organisatoriska differentieringar och olikheter resulterat i vaga riktlinjer angående hur man praktiskt löser de utmaningar som uppstår mellan exekverande och utforskande aktiviteter.  Scania, initiativtagare till detta arbete är ett av världens ledande tillverkare inom lastbil och buss för tunga transporter. Scania känner osäkerhet i vad som brukade vara en således stabil bransch. Ständiga förbättringar har varit en betydelsefull strategi i decennier för forskning och utveckling, FoU, men inför ett eventuellt teknikskifte inser man att en betydligt större del av arbetet måste syfta till utforskande aktiviteter.  Syftet med detta examensarbete är att undersöka hur management kan möjliggöra och främja utforskande aktiviteter i en mogen FoU-avdelning. Den utförda forskningen grundar sig i en kvalitativ fallstudie som är avgränsad till en specifik FoU-avdelning, chassiutveckling för lastbil. För att få en djupare förståelse för ledarskap och det ledarskapsansvar som finns i att främja och stödja utforskande aktiviteter kräver vissa organisatoriska förutsättningar har ett flertal avdelningar inom FoU-organisationen samt sälj & marknad inkluderats i studien. Den utförda forskningen visar att chefer på den undersökta avdelningen möter av ett flertal utmaningar när de försöker möjliggöra och främja utforskande aktiviteter. Det grundar sig främst i ett högt focus på leveransprecision som  begränsar chefer i sin roll att stödja och främja utforskande aktiviteter, följden av detta resulterar i  begränsat med tid för utforskande eftersom dessa aktiviteter inte  prioriteras. Nuvarande prestationsmätning visar indikationer på att ytterligare bidra till dessa utmaningar eftersom de avser att mäta till den största grad, leveransprecision, kvalité och kostnad och där utforskande aktiviteter saknar prestationsmätning. Resultatet av denna studie bidrar med praktiska implikationer för den studerade avdelningen. Eftersom att uppmärksamhet är den mest begränsade resursen har mätvärden för utforskande aktiviteter föreslagits då mätning och styrning av utforskande aktiviteter kan bidra till att dessa aktiviteter uppmärksammas samtidigt som de kan utgöra ett stöd för sektionscheferna i deras roll att främja och stödja utforskande aktiviteter.
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Eaton, Benjamin David. "The dynamics of digital platform innovation : unfolding the paradox of control and generativity in Apple's iOS." Thesis, London School of Economics and Political Science (University of London), 2012. http://etheses.lse.ac.uk/463/.

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Mobile digital platforms provide an architectural basis for third party innovation of platform complements. Platform owners have property rights, enabling them to establish a boundary of permissible innovation demarcating the permitted from the prohibited. This allows for the curation of complements, which provides a means of controlling for value creation. Consequently, platform innovationthe innovation of platform complements is occasionally refused by platform owners. When this occurs tensions may arise between the two parties over where the boundary of permissible innovation should lie. Tussles may break out, embodied in complex interactions, as each party attempts to get its way. Eventually an outcome is achieved, and a platform innovation is either allowed or prohibited. A body of platform innovation literature is emerging from fields including information systems. Whilst this literature considers many aspects of platform innovation, the dynamics concerning the control of the innovation of platform innovation complements is overlooked. This research attempts to address that gap. Its relevance to information systems concerns the digitalisation of platforms as systemsdigital infrastructures, which affects their capacity for innovation and regulation. This research uses the method of narrative networks to analyse 45 examples of contested platform innovation. This approach, informed by empirical data sourced from over 4500 blog entries, identifies patterned sequences of actions across the examples. These sequences describe how tension builds, how control is asserted, and how control is then resisted. A theory of formal managerial control is used to explain how mechanisms of control are applied by platform owners as well as how developers respond to control. The principle contribution of this research is to theory. It develops and presents a theory to describe and explain the dynamics of contested innovation of complements on curated digital platforms. In doing so, iIt challenges the understanding that the platform owner alone controls platform design rules and concerning which platform complements are allowed, and which are notthe boundary of permissible innovation. Furthermore, tThe study indicates opens up the possibility that the forces of digitalisation provide third parties with the power to affect influence platform architecture, but at the cost of additional means of being controlled.
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Xoljé, Rebecca. "Innovation inom outsourcing av IT : En kvalitativ studie utifrån leverantörens möjligheter att bidra." Thesis, Karlstads universitet, Handelshögskolan, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-47833.

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IT-branschen är en av de marknader som konstant växer och krav på nya uppfinningar och innovationer är höga. Outsourcing har under en längre tid används av IT-företag för att kunna reducera kostnader för produktion och utveckling. Outsourcing är även ett bra alternativ för att erhålla expertis inom ett visst område där företag saknar erfarenhet eller resurser. Innovation är en del av företags utveckling och när hela eller delar av företagens IT-avdelningar blir outsourcade är det naturligt att även tillhörande delar av innovationsprocessen har förflyttats. Leverantören är den part som i praktiken utvecklar innovationen i outsourcingavtalet. Leverantörerna får en strikt budget och tidsram från kunden att följa för varje projekt. Innovation är kreativt, föränderligt och levande. Dessutom är innovation dyrt. Helt motsägelsefullt mot outsourcing. Leverantörer har en svår uppgift i att arbeta utifrån kundens krav och samtidigt försöka realisera innovationer. Syftet med studien är att undersöka på vilket sätt leverantörer bidrar med innovation inom outsourcing av IT.Studien har utförts med en kvalitativ fallstudiemetod. Intervjuer har genomförts med fyra olika respondenter på ett stort IT-företag som nästan helt uteslutande arbetar med outsourcing. Den största nackdelen med outsourcing är de stora kraven på kostnadsbesparing, den har en negativ inverkan på innovationen. Alla respondenter har uttryckt att de som leverantör har möjlighet att bidra med innovation men att kostnadsbesparingarna kan göra utrymmet för innovation begränsat i vissa fall. Övergången till det agila arbetssättet har hjälpt till att främja innovationsförmågan hos leverantören.
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Johansson, Adam, and Victor Sundell. "Konsten att förena en paradox : En kvalitativ studie om hur relationer mellan stabilitet och förändring ter sig inom en organisation." Thesis, Södertörns högskola, Företagsekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-35469.

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Bakgrund: Organisationer och företag står inför flera utmaningar vad gäller anpassning till den snabba utveckling som sker i dagens samhälle. Det är vitalt för företag som befinner sig inom snabbföränderliga branscher att agera snabbt och effektivt för att ligga i framkant inom sitt specifika område. Syfte: Denna studie har för avsikt att forma en förståelse kring hur relationen mellan stabilitet och förändring ter sig i ett innovativt företag, vilka befinner sig i en snabbföränderlig miljö. Vidare ämnar studien att bidra med djupare insikter kring balansen mellan organisatorisk stabilitet och kortsiktiga innovationsprocesser samt medarbetares syn på denna balans. Metod: Studien har anammat en kvalitativ ansats där insamling av empiri genomförts genom tolv intervjuer med anställda på olika nivåer inom den undersökta organisationen. Slutsats: Studien visar att den undersökta organisationen bibehåller en stabilitet genom arbetsuppgifter som bygger på rutiner, erfarenheter och vanor. Det går att finna skillnader i hur de anställda uppfattar relationen mellan stabilitet och förändring, där olika perspektiv finns på lednings- och medarbetarnivå.
Background: Organizations and companies face several challenges regarding adaptation to the rapid development that is taking place in today's society. It is vital for companies that are in fast-changing industries to act quickly and efficiently to stay at the forefront of their specific area. Purpose: This study intends to form an understanding of how the relationship between stability and change occurs in an innovative company, which work within a rapidly changing environment. Furthermore, the study intends to contribute deeper insights into the balance between organizational stability and short-term innovation processes as well as employees' views on this balance. Method: The study has embraced a qualitative approach where empirical gathering was conducted through twelve interviews with employees at different levels within the investigated organization. Conclusion: The study shows that the surveyed organization maintains stability through work based on routines, experiences and habits. Differences can be found in how employees perceive the relationship between stability and change, with different perspectives at management level and employee level.
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Books on the topic "Innovation paradox"

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Haour, Georges. Resolving the Innovation Paradox. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230510555.

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Resolving the innovation paradox: Enhancing growth in technology companies. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan, 2004.

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Maddock, G. Michael. Brand new: Solving the innovation paradox--how great brands invent and launch new products, services, and business models. Hoboken, N.J: Wiley, 2011.

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Paradox and imperatives in health care: Redirecting reform for efficiency and effectiveness. Boca Raton: CRC Press/ Taylor & Francis Group, 2015.

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Bauer, Jeffrey C. Paradox and imperatives in health care: How efficiency, effectiveness, and e-transformation can conquer waste and optimize quality. New York: Productivity Press, 2008.

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Mark, Hagland, ed. Paradox and imperatives in health care: How efficiency, effectiveness, and e-transformation can conquer waste and optimize quality. New York: Productivity Press, 2008.

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Bauer, Jeffrey C. Paradox and imperatives in health care: How efficiency, effectiveness, and e-transformation can conquer waste and optimize quality. New York: Productivity Press, 2008.

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Eymery, Gérard. Le paradoxe des télécoms, constats et analyse. Paris: Publisud, 2003.

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Eymery, Gérard. Le paradoxe des télécoms: Constat et analyse. Paris: Publisud, 2003.

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Getting unstuck: Using Leadership Paradox to execute with confidence. Boca Raton: CRC Press, 2014.

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Book chapters on the topic "Innovation paradox"

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Haour, Georges. "Redefining Innovation Management: the Distributed Innovation System." In Resolving the Innovation Paradox, 67–88. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230510555_5.

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Haour, Georges. "Innovation is Survival." In Resolving the Innovation Paradox, 1–13. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230510555_1.

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Haour, Georges. "Is Innovation Manageable?" In Resolving the Innovation Paradox, 31–51. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230510555_3.

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Stehr, Nico. "The Productivity Paradox." In Information, Innovation and Impacts, 255–71. Boston, MA: Springer US, 2000. http://dx.doi.org/10.1007/978-1-4615-4617-7_12.

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Lennox, Peter. "Paradox, Technology and Creativity." In Encyclopedia of Educational Innovation, 1–6. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-2262-4_63-1.

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Haour, Georges. "The CEO as Innovation Champion." In Resolving the Innovation Paradox, 15–29. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230510555_2.

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Haour, Georges. "Leveraging Technical Innovation through a Diversity of Channels." In Resolving the Innovation Paradox, 53–66. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230510555_4.

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Haour, Georges. "Energizing the Distributed Innovation System with Entrepreneurship." In Resolving the Innovation Paradox, 89–108. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230510555_6.

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Haour, Georges. "The Crucial Human Factor." In Resolving the Innovation Paradox, 109–25. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230510555_7.

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Haour, Georges. "Conclusion: Creating Value and Growth through Distributed Innovation." In Resolving the Innovation Paradox, 127–35. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230510555_8.

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Conference papers on the topic "Innovation paradox"

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Yong, Mengchen Sam, Lavinia Paganini, Huilian Sophie Qiu, and Jose Bayoan Santiago Calderon. "The Diversity-Innovation Paradox in Open-Source Software." In 2021 IEEE/ACM 18th International Conference on Mining Software Repositories (MSR). IEEE, 2021. http://dx.doi.org/10.1109/msr52588.2021.00089.

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Dafnis, Bill. "The Innovation Diffusion Paradox in Undergraduate Information Technology Student Outcomes." In SIGITE/RIIT '15: The 16th Annual Conference on Information Technology Education and the 4th Annual Conference on Research in Information Technology. New York, NY, USA: ACM, 2015. http://dx.doi.org/10.1145/2808006.2808036.

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Utterberg, Marie, Martin Tallvid, and Johan Lundin. "THE PARADOX OF DIFFERENTIATED INSTRUCTION - A DESIGN TRADE OFF." In 10th annual International Conference of Education, Research and Innovation. IATED, 2017. http://dx.doi.org/10.21125/iceri.2017.0424.

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Fischer, Boogaard, and Huysman. "Innovation and creativity versus control assessing the paradox in IT organizations." In Proceedings of the Twenty-Seventh Annual Hawaii International Conference on System Sciences. IEEE Comput. Soc. Press, 1994. http://dx.doi.org/10.1109/hicss.1994.323478.

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Dorodchi, Mohsen, and Nasrin Dehbozorgi. "Addressing the Paradox of Fun and Rigor in Learning Programming." In ITiCSE '17: Innovation and Technology in Computer Science Education. New York, NY, USA: ACM, 2017. http://dx.doi.org/10.1145/3059009.3073004.

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Manulangga, Gloria Christiana, Christa Elena Blandina Bire, and Daniel Silli Bataona. "Expert System of The Criminal Code using Forward Chaining and RDBMS Paradox." In 2018 International Conference on Information Technology Systems and Innovation (ICITSI). IEEE, 2018. http://dx.doi.org/10.1109/icitsi.2018.8696060.

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Hossain, Azmal. "054: IUD USE IN BANGLADESH: THE PARADOX OF NEED, DEMAND AND SUPPLY CONTINUUM." In Global Forum on Research and Innovation for Health 2015. British Medical Journal Publishing Group, 2015. http://dx.doi.org/10.1136/bmjopen-2015-forum2015abstracts.54.

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Kong, Feng, and Bin Li. "An Analysis of the Paradox of Constant Increasing Activity in Logistics Network Planning." In 2017 International Conference on Management Science and Management Innovation (MSMI 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/msmi-17.2017.19.

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Lu, Qiang, Shuang Chen, Zhuoxin Li, and Hong Yin. "Applying the Concept of Paradox to a Trade-off Puzzle Framework and Case Study." In 2008 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2008. http://dx.doi.org/10.1109/iciii.2008.242.

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Mavridis, Anestis, Lazaros Tzimkas, and Diogenis Ztoupas. "DO WE TEACH OUR STUDENTS HOW TO SEARCH OVER THE INTERNET? A PARADOX OF THE GREEK EDUCATIONAL SYSTEM." In 10th annual International Conference of Education, Research and Innovation. IATED, 2017. http://dx.doi.org/10.21125/iceri.2017.1880.

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