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  • 1.
    Ellonen, Hanna-Kaisa
    et al.
    Lappeenranta University of Technology.
    Jantunen, Ari
    Lappeenranta University of Technology.
    Johansson, Anette
    Jönköping University, School of Engineering, JTH, Industrial Engineering and Management.
    The interplay of dominant logic and dynamic capabilities in innovation activities2015In: International Journal of Innovation Management, ISSN 1363-9196, E-ISSN 1757-5877, Vol. 19, no 5, 1-15 p.Article in journal (Refereed)
    Abstract [en]

    Within the strategic management literature, both managerial cognition and dynamic capabilities have been identified as drivers of change and transition in changing business environments. The purpose of this study is to explore the interplay of dominant logic and dynamic capabilities in the magazine publishing industry. We investigated four magazine publishing business units of a large media corporation situated in four different countries, namely Finland, the Netherlands, Hungary and Russia. A total of 40 magazine managers were interviewed. The results imply that dominant logic and dynamic capabilities coevolve in a reciprocal relationship, and the interplay of cognition and capabilities seems to be most visible in the seizing and reconfiguring capabilities. The results of the present study also illustrate that there may be several contradictory dominant logics within a single company. Dynamic capabilities useful to innovation processes are developed in the areas that are pinpointed by the managers as the locus of attention. Industry transition does not automatically change what companies think and do. That requires managerial attention and an active reconceptualization of the business and active development of not only day-to-day operations, but capabilities needed to change the way we work.

  • 2.
    Han, Junghee
    et al.
    Science Management Hongik University, Korea.
    Heshmati, Almas
    Department of Economics, Sogang University, Korea.
    Determinants of Financial Rewards from Industry-University Collaboration in South Korea2016In: International Journal of Innovation Management, ISSN 1363-9196, E-ISSN 1757-5877, Vol. 20, no 7, 235-257 p.Article in journal (Refereed)
    Abstract [en]

    The external circumstances for universities have been changing rapidly. In order to be competitive, survive and flourish, universities have turned to external sources to generate revenues. The literature refers to this phenomenon as academic capitalism, defined as the involvement of colleges and their faculty in market-like behaviours, which has become a key feature of higher education finances in most countries. As a result, technology transfer, technological commercialisation, and patents via industry–university collaboration represent a source of financial rewards. This paper explores the determinants of financial rewards of universities sourced from academic engagement through industry–university collaboration in South Korea. We have found that technology transfer per employees working at technology licensing offices, participation of engineering faculty, patent approvals, and the number of firms with incubators within universities significantly contributes to university revenues. The following determinants of financial performance are unexpectedly not contributors to revenue: technological commercialisation using technology transfer, distinguished faculty and incentive rules for inventors. In the light of these findings, it appears that an entrepreneurial university program is likely to play a strong role in university finances in Korea.

  • 3.
    Laurell, Christofer
    et al.
    Stockholms universitet, Marknadsföring.
    Christian, Sandström
    Chalmers University of Technology and the Ratio Institute.
    Analysing uber in social media - disruptive technology or institutional disruption?2016In: International Journal of Innovation Management, ISSN 1363-9196, E-ISSN 1757-5877, Vol. 20, no 5Article in journal (Refereed)
    Abstract [en]

    Extant literature suggests that market disruptions take place because of two main reasons: technological disruption or institutional change. In view of these two alternative explanations, this paper aims to explore how the recent rise of the collaborative consumption platform Uber is perceived by consumers and whether this platform is primarily regarded as a technological innovation or as an institutional disruption. Drawing from a dataset of more than 6500 user-generated contents in social media, our findings suggest that Uber is not primarily perceived as a technological innovation, but rather as an institutional disruption.

  • 4.
    Laurell, Christofer
    et al.
    Stockholm University, School of Business.
    Sandström, Christian
    Chalmers University of Technology and The Ratio Institute.
    Disruption and social media - entrant firms as institutional entrepreneurs2014In: International Journal of Innovation Management, ISSN 1363-9196, E-ISSN 1757-5877, Vol. 18, no 3Article in journal (Refereed)
    Abstract [en]

    Technological change often leads to competitive turbulence in established industries. Little is known about how the introduction of social media affects incumbent and entrant firms. This paper explores the impact of social media on the fashion journalism industry. Our findings show that entrant fashion bloggers have toppled incumbent fashion journalists. Through a netnographic analysis of published blog content, we argue that entrants have become dominant by transforming the profession of fashion journalism and in doing so, they have acted as institutional entrepreneurs. We argue that entrants are less bound by established institutional practices and that their ability to redefine the dominant logic of an industry can explain why they have outperformed incumbents.

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