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Contains fulltext : 289965.pdf (Publisher’s version ) (Closed access)

Item does not contain fulltext In 12th International Process Research Symposium, 01 september 2021

Item does not contain fulltext In 12th International Process Research Symposium

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Item does not contain fulltext Open and User Innovation Conference: Aachen, Germany

Item does not contain fulltext 37th EGOS Colloquium, 08 juli 2021

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Tiivistelmä COVID-19-pandemia on aiheuttanut valtavan haasteen yhteiskunnille. Taudin selättäminen vaatii biolääketieteellisiä läpimurtoja hoidon ja erityisesti ehkäisemisen osalta. Laumasuojan saavuttaminen edellyttää laajojen ihmismäärien rokottamista, minkä vuoksi toimivaa rokotetta pyritään kehittämään kuumeisesti. Nopeamman rokotekehityksen mahdollistamiseksi käytetään tavanomaisten menetelmien lisäksi uusia rokotekehitysaihioita, joissa hyödynnetään yksityiskohtaista tietoa taudinaiheuttajien perimästä ja rakenteesta. COVID-19-rokotesuunnittelussa hyödynnetään myös tietoa aikaisempiin SARS- ja MERS-koronavirusepidemioihin liittyvästä tutkimuksesta ja rokotekehityksestä. Nopeutettu rokotekehityskään ei voi ohittaa riittävää tehokkuuden ja turvallisuuden selvittämistä ennen kuin rokotteita annetaan laajamittaisesti sellaisille ryhmille, kuten lapsille, joilla tauti on yleensä sangen lievä. Abstract COVID-19 pandemic has imposed an enormous challenge on societies. Overcoming the disease requires biomedical breakthroughs in treatment and prevention. Herd immunity by vaccination requires immunization of vast populations, and therefore a search for an effective vaccine is of high priority. In order to speed up the process, new methods based on detailed understanding of the genome and the structure of the pathogen are applied in addition to the traditional methods. COVID-19 vaccine development also largely benefits from previous experience in vaccine development against the SARS and MERS corona virus epidemics. However, even an accelerated vaccine development can’t surpass the need for safety and efficiency studies, so that new vaccines can be broadly administered to demographics such as children who primarily manifest only a mild form of the disease.

Item does not contain fulltext 36th EGOS Colloquium

Item does not contain fulltext 36th EGOS Colloquium, 02 juli 2020

Item does not contain fulltext R&D Management Conference, 17 juni 2019

Item does not contain fulltext EMAC Conference, 28 mei 2019

Innovating in today’s complex, globalized, interconnected markets requires collaborating in stakeholder value networks. It is increasingly unlikely that a single organization possesses all the required resources, power and competences to effectively conduct the full innovation process on its own (Sarkis et al. 2010). Organizations have to find new forms of collaboration to create more sustainable outcomes of the innovation process and to establish long-term relations with their partners and other stakeholders. This development is enhanced by pressure from all kinds of stakeholders to integrate corporate social responsibility (CSR) into organizations’ innovation efforts. The growing interest in CSR among business firms is evident from the high number of organizations that now participate in evaluative firm rankings that benchmark their CSR performance (Chabowski et al. 2011). A BCG study among executives of globally operating firms found that 70% of the participating firms have placed CSR permanently on their management agenda (BCG 2012). For example, environmentally legitimate firms have been found to incur less unsystematic stock market risks (Bansal and Clelland 2004), investors have also realized the added value of organizational CSR efforts. Likewise, consumers are becoming increasingly aware of the effects of their own choices (Peloza et al. 2013) and stricter legislation on environmental impact and labor rights are other external triggers for increasing CSR efforts.

Contains fulltext : 112224.pdf (Publisher’s version ) (Open Access) AMA Winter Conference, 17 februari 2012

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Item does not contain fulltext Business and academic scholars alike observe the increasing need for companies to collaborate with external stakeholders to pursue successful innovation (REF). Especially incumbents might have difficulties changing from closed to open, as it means to change entire working routines and the innovation culture itself. Literature has not particularly paid attention to the cultural shift that is needed to successfully move from a closed innovation system to a more open innovation system. Also, open innovation (OI) initiatives often originate at the strategic top management level, while middle managers need to carry out the implementation. Therefore, it is important to understand how middle managers react towards the strategic directive of openness and the resulting collaboration with stakeholders and how their activities enhance or impede the cultural shift towards openness. Therefore, the purpose of the paper is to explore the process of how individual managers accompany the cultural shift from closed to open innovation. Given the exploratory nature of our study, a longitudinal, grounded theory study is conducted, to investigate the journey of a large German investment company changing from a closed innovation to an open innovation process. It focuses on employees embracing or resisting this cultural change and discusses why they behave and react in certain ways. It is also examined why the attitude of the company’s employees is critical to the change process and how it affects the outcome of the change initiative.

Item does not contain fulltext EMAC

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