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The area of interest is private–public partnerships and digital ecosystems. This is framed with ecosystem literature and system theory. The research question is: How to support exponential growth leveraged by digital disruptive technologies through selecting, combining, and cultivating digital ecosystems within the digital disruptive domain? And more practical, how to orchestrate the innovation managers of these ecosystems? The point of departure for identifying digital ecosystems is a Startup Genome report mapping Denmark’s position in the global startup ecosystem lifecycle. Though action research the contribution of this early stage research-in-progress is a digital ecosphere canvas illuminating a private–public partnership’s contributions to the Danish ecosystems of fin-tech, health-tech, robotics, crea-tech, prop-tech, agro-tech, and ed-tech. This is exemplified with the private–public partnership Digital Hub Denmark.

The COVID-19 pandemic has major negative consequences for health and the economy. At the same time, the crisis paves the way for innovation. In the university sector, societal measures implemented to curb the spread of COVID-19 have made all teaching activities 100% digital, in effect creating the online university overnight. In this chapter, we present an empirical account of this extreme situation. Based on an explorative case study of how it was possible for the social science faculty at a Danish university to undergo accelerated digital transformation, we identify three salient themes that capture the immediate organizationals response: (1) leveraging existing resources, (2) intensified communication, and (3) re-organizing core activities. We contribute with preliminary empirical insights into the practicalities of accelerating digital transformation, especially the importance of mobilizing the organization’s existing resources and knowledge as well as the organizational actors’ helpfulness and willingness to share, learn, innovate, and self-organize. Theoretically, we propose and substantiate the concept of accelerated digital transformation and present a model that summarizes the identified themes.

Managing Innovation is a three-part series covering contemporary technology and innovation management research areas. Each volume comprises key articles from both the International Journal of Innovation Management and the International Journal of Innovation and Technology Management, published by World Scientific, and provides an international, disciplinary approach across its broad coverage of topics. Relevant for both academics and practitioners, this volume focuses on key aspects of crowd innovation including motivations, challenges and benefits of this approach.

Managing Innovation is a three-part series covering contemporary technology and innovation management research areas. Each volume comprises key articles from both the International Journal of Innovation Management and the International Journal of Innovation and Technology Management, published by World Scientific, and provides an international, disciplinary approach across its broad coverage of topics. Relevant for both academics and practitioners, this volume answers how organisations can develop innovative approaches from a perspective that encompasses technological advances, changes in the market and individual entrepreneurs.

Labelling product innovations as designed and/or selected by customers can positively affect non-participating consumers’ self-stated behavioural intentions, that is, it can increase the probability of purchasing that product. Most previous studies have used fictitious brands to test the aforementioned effect, raising concerns about the degree to which these findings are relevant for marketing practice. Brand managers thus might wonder whether labelling product innovations as user-designed and/or user-selected might indeed increase sales for their well-established brands. This paper addresses this research gap by investigating the possible effects of three alternative strategies for labelling innovations (i.e., empowerment-to-select, empowerment-to-create, and full empowerment) for two well-established technology brands. For all three strategies and both brands, we find that involving customers significantly increases the perceived innovation ability, which then positively mediates the effect on behavioural intentions. However, due to a negative direct effect, only labelling products as selected by customers has an overall positive effect.

Managing Innovation is a three-part series covering contemporary technology and innovation management research areas. Each volume comprises key articles from both the International Journal of Innovation Management and the International Journal of Innovation and Technology Management, published by World Scientific, and provides an international, disciplinary approach across its broad coverage of topics. Relevant for both academics and practitioners, this volume looks at the international aspects of innovation with case studies from China, Germany, India and Russia.

Knowledge has become an important production factor. Tacit knowledge is embodied in the minds of people, and is part and parcel of their skills. Since businesses concentrate on strategic tasks, many others are outsourced. This also applies to R&D. External knowledge sources help firms to leverage its internal R&D efforts. Internal and external knowledge have to be knitted together on the work floor giving rise to innovative products and processes. Since tacit knowledge is embodied in personnel, it is interesting to look at the role of the functions and the qualifications of R&D personnel in relation to activities developed in the framework of technical collaboration agreements. Using the R&D OECD survey of firms in Belgium, insights are offered in the way that external knowledge impacts on the organisation of the internal division of labour. We demonstrate that absorptive capacity, embodied in people, is a key element in using external knowledge. ispartof: International Journal of Innovation Management vol:14 issue:6 pages:967-987 status: published

The focus of this research study is on newly established technology oriented firms that are both lean and global from their inception. The combination of lean and global characteristics will allow integrating two different research streams which, unfortunately, are currently separate. The first stream is well established focuses on International New Ventures (INVs) or Born Global (BG) firms (Oviatt & McDougall, 1994; Knight and Cavusgil, 1996); the second one is in the process of emerging and deals with lean start-ups (Ries, 2011; Blank, 2013). It is our intention to show that the problems these two groups of firms face during the early stages of their existence are to a large extent identical and could, from a theoretical point of view, be analyzed in a unified way. Integrating the two research perspectives above gives rise to a number of interesting research questions that could be summarized as follows: a) How do new technology start-ups narrow down the scope of their business activities by effectuating the global dimensions of their businesses? What are the reasons for such firms to look for global resources, partnerships or markets right from inception?b) What makes it possible for a firm to be innovative right from or near its founding? How does the degree of innovativeness of its products or services affect the business model formulation and early internationalization processes?c) How are relations and networks used by new technology firms to synergize radical innovation and early internationalization activities? How do they use international partnerships or networks to reduce the complexity and the uncertainties associated with a global market entry?