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Universities’ roles in helix settings are increasingly complex, partly due to universities’ multiple missions, one of which is to create social value. To narrow this gap and clarify how universities navigate helix settings, our paper focuses on the ways universities might engage with diverse stakeholders in their ecosystem in order to co-create social value and further aims to grasp which challenges as well as facilitating factors are present in such endeavours. Our empirical settings focus on how a Swedish university interacts and co-operates with external stakeholders, focusing on two collaboration projects initiated by said university. We do so by building on the framework of antecedents for reaching a common nexus in multiple helix settings. Our findings point to both antecedents and challenges to reaching a common nexus in the investigated projects, thereby hinting to the complexity of helix settings projects and the need for balancing antecedents and challenges in order to meet societal goals.

Purpose – The purpose of this study is to explore the long-term, deeper transformations occurring in thewider energy transition to anticipate emerging issues through collective anticipatory intelligence.

Design/methodology/approach – Through a co-productive research design, the authors collectivelyscanned and discussed contemporary developments in the Swedish energy transition. The acquiredinsight was used in a causal layered analysis over three horizons to separate between views anddevelopments in time and space.

Findings – Findings of this study present current, transitionary and emerging issues and how theyemerge from deeper levels such as values and worldviews. These issues are discussed around howunderlying changes may change to mitigate them, suggesting three strategies.

Practical implications – The framed and anticipated issues enable monitoring and proactive response,and the discussion contributes insight to ongoing political debates, as well as implications for managingsimilar initiatives.

Social implications – Insights are provided into the changing cultures and values required in a futureenergy system, showing, e.g. how demand-side response may either come through relinquishing controlover consumption or through increased flexibility and change.

Originality/value – Studying issues of growing concern and novel approaches, this paper should be ofinterest to practitioners in the energy sector and foresight professionals. It provides a critique and framingof issues to be monitored, adding to the growing library of energy futures studies.

Background: Supplier involvement in product development has proven beneficial for companies and is a phenomenon researched in various domains. The definitions of supplier involvement represent points of origin and dimensions addressed in research. Still, there is no overview of these definitions and dimensions. This study reviews current definitions of the phenomenon of supplier involvement in product development and develops a conceptual model outlining its main dimensions. Methods: A systematic literature review is conducted to provide an overview of explicit definitions of supplier involvement in product development. By identifying the elements of these definitions, a conceptual model is developed to demonstrate how the phenomenon has been conceptualized in literature. Results: The results include an overview of 47 explicit definitions of supplier involvement in product development, a conceptual model including the identified dimensions, research gaps, and questions for future research. Conclusions: Supplier involvement in product development is a complex phenomenon with interdependencies between its key dimensions. A conceptual model of supplier involvement is presented, which is useful for categorizing research to identify research gaps and avenues for future research.

PurposeThe purpose of this paper is to advance the understanding of paradoxes, underlying tensions and potential management strategies when integrating digital technologies into existing lean-based production systems (LPSs), with the aim of achieving synergies and fostering the development of production systems.Design/methodology/approachThis study adopts a collaborative management research (CMR) approach to identify patterns of organisational tensions and paradoxes and explore management strategies to overcome them. The data were collected through interviews and focus group interviews with experts on lean and/or digital technologies from the companies, from documents and from workshops with the in-case researchers.FindingsThe findings of this paper provide insights into the salient organisational paradoxes embraced in the integration of digital technologies in LPS by identifying different aspects of the performing, organising, learning and belonging paradoxes. Furthermore, the findings demonstrate the intricacies and relatedness between different paradoxes and their resolutions, and more specifically, how a resolution strategy adopted to manage one paradox might unintentionally generate new tensions. This, in turn, calls for either re-contextualising actions to counteract the drift or the adoption of new resolution strategies.Originality/valueThis paper adds perspective to operations management (OM) research through the use of paradox theory, and we (1) provide a fine-grained perspective on why integration sometimes "fails" and label the forces of internal drift as mechanisms of imbalances and (2) provide detailed insights into how different management and resolution strategies are adopted, especially by identifying re-contextualising actions as a key to rebalancing organisational paradoxes in favour of the integration of digital technologies in LPSs.

 Employee-driven innovation involves all employees at all levels in improvement work in the organisation. Rather than only accessing the capabilities of research and development employees – the unique competence, insights and ideas of all staff can be activated. We use a longitudinal design to test the impact of leader training on third-level EDI as part of a psychosocial risk assessment process. Leaders are trained to listen to employees and work together to solve work environment problems. We found that idea generation and time to take a break to test new ideas increases after only six months, and this increase is sustained at 18 months compared to a control group. However, 'keenness to share ideas' and 'being listened to' were not significant compared to the control group. These findings and their implications for future research are discussed.

This paper aims to generate new insights to the complex issue of developing dynamic capabilities ( DC) for digital transformation (DT )in healthcare, and addressing the RQ: How are the microfoundations of DCs enabled or constrained in the context of DT initiatives in healthcare? In the findings, three levels of DC are identified: Ad hoc capabilities(AC), Micro-context and Shared DC. Further, the analysis identified enablers and constraints for AC, micro-context DC and shared DC. In some situations, the factors that act as constraints at shared DC level were also identified as enablers for AC and micro-context. This indicates that some of the very things that lay the grounds for microfoundations of DC may also hamper organisationally shared DC. This points to a continuous dynamic between the AC, micro-context and shared DC levels, where calibration at all levels is necessary in order to obtain and maintain DC on all organisational levels

Digital transformation is crucial for the healthcare sector, yet research shows that it also possesses a series of challenges at system-, organisational-, and individual levels, which require balancing. In this study, we adopt paradox theory to understand the balancing practices and requirements for digitalisation in healthcare. Based on gaps in previous research and practice, this paper aims to explore what characterises the different kinds of tensions and organisational paradoxes related to digital transformation. Also, this paper discusses how balancing practices in digital transformation are constrained and enabled. The paper is based on a project run in co-production between researchers at the Mälardalen University and project partners at a healthcare Region in Sweden. In the findings, two kinds of tensions are identified in digital transformation initiatives: Divergence at different organisational levels and competing demands between past, present and future needs. The divergent views are characterised by being latent while the competing demands are characterised by being salient to the organisation. This is followed by a discussion about balancing practices enabling digital ambidexterity and spurring virtuous cycles.

This chapter explores how Artificial Intelligence (AI) will potentially disrupt how Innovation Management (IM) research will be conducted. In the recent decades, the research process has remained virtually unchanged, i.e., a structured, stepwise process. Recently, AI has shown new opportunities that affect this process. AI applications have been developed supporting researchers for specific tasks to ease their work, for example, database searching, transcribing and data management. For example, an autonomous literature review (i.e., database search, selection, analyzing, concluding, and writing) has been conducted by AI, vastly exceeding what human research could achieve in the same time frame, which paves the way for interesting reflections on how AI applications affect research from here on going forward. As we have explored AI techniques and AI applications and discussed their potential for conducting research, three themes emerged regarding how future research might be conducted: simplification thorough the use of computational power, augmentation of a researcher’s capabilities, and replacement by automation: Three critical questions are identified: (1) The future use of AI applications in research; (2) Exploring the trust in AI — The black box dilemma, and; (3) Benefits and limitations of AI applications. These topics are discussed, paving a way towards a research agenda.

Recently, the ISO guidance standard “Innovation management - Innovation management system” - ISO56002:2019 (ISO56002) has gained a lot of interest within the innovation management community. Recent research calls for an increased understanding of what innovation pedagogics are needed to support innovation management consultants and advisors (innovation advisors) in their work supporting its clients in the ISO56002 and the relevance of ISO56002’s content for small and medium-sized enterprises (SME). In this study, building on an existing tool for measuring innovation maturity, the Innovation Management Capability Assessment and Reflection tool (IMCAR) was developed to also include a reflective part of the ISO56002 content’s relevance for the responding organisation. Using the IMCAR tool, this study indicates that the ISO56002 is relevant for both SMEs and innovation advisors but also the need for further development of innovation pedagogics related to vocabulary, knowledge, facilitated reflections, and visualisation tools. Limitations and further research avenues are discussed.