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While facing cuts, downsizing and revenue losses, media organizations experience paradoxical demands in being organized for print or linear production with daily deadlines and simultaneously striving to be 'digital first' and produce and publish stories online on a continuous basis throughout the day. In this paper, we describe efforts applied when introducing the metaphor flowline in a medium-sized newspaper organization in Norway with the aim of aligning their production and publishing processes to readers' consumption of online news. Both the production volume of journalistic content, reader consumption and the newsroom workers' experience of mastering their everyday work life increased dramatically in a very short time. The involvement of a temporary autonomous team in the planning and designing of a test pilot aiming to make flowline "as practice", was integral to the digital transformation success, allowing for participative action across newsroom boundaries. Based on the empirical findings from the local newspaper organization and drawing on theories on liminality (Turner 1982, 1986) and metaphorical work (Schön 1993), this article presents a set of six interrelated steps incorporating a structure for autonomous teams and their role in enabling lasting change in organizations facing digital transformation. [ABSTRACT FROM AUTHOR]

This paper is based on the knowledge gained from working with two industrial networks from the county of Østfold in Norway. There is a particular focus on the creation of networking arenas and on the development of these arenas for better co-operation between the companies in the network. Much of the empirical knowledge has been achieved by interviewing participants from the networks and by active participation in co-operation projects. The theme is innovation processes in industrial networks, with special attention on how it is possible to enhance the innovation capacity of the networks. We discuss innovation processes in industrial networks as a part of regional innovation systems, because innovation processes in industrial networks cannot be fully understood without understanding how this also relates to the surroundings. We discuss how good relationships, continuous change and strategies for knowledge creation are important factors for innovation in networks. This could be achieved by following the principles from co-generated learning processes (such as a search conference). The principles could be adapted and specially designed for each network in a way that increases the quality and efficiency of the co-operation processes. [ABSTRACT FROM AUTHOR]