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Larsson, Andreas
Publications (8 of 8) Show all publications
Larsson, A. & Bergfors, M. (2007). A resource-based approach to the Booz Allen and Hamilton methodology: exploring new directions for practice (ed.). Paper presented at . International Journal of Intelligent Enterprise, 1(1), 3-22
Open this publication in new window or tab >>A resource-based approach to the Booz Allen and Hamilton methodology: exploring new directions for practice
2007 (English)In: International Journal of Intelligent Enterprise, ISSN 1745-3232, Vol. 1, no 1, p. 3-22Article in journal (Refereed) Published
Abstract [en]

Two major streams in strategy research are the strategic positioning approach and the resource-based approach to strategy formulation. However, resources and products can be considered as two sides of the same coin, implying one view is not necessarily superior to the other. In this paper, the well-known Booz Allen and Hamilton methodology for innovation strategy formulation, originally based on a strategic positioning approach to strategy, is revisited with a resource-based approach to strategy. Eight propositions are investigated through case studies conducted in two multinational corporations. It shows that both the established methodology and the revisited methodology are used in multinational corporations today. Case analyses indicate that there are three contingencies that shape the structure of innovation strategy formulation processes level of diversification; characteristics of industry boundaries, customers and competitors and role and organisation of R&D. In the light of these results new directions for practice and managerial implications are explored.

Identifiers
urn:nbn:se:ltu:diva-13767 (URN)10.1504/IJIE.2007.013807 (DOI)2-s2.0-77956261005 (Scopus ID)d0ef4240-0f7a-11dc-b9dd-000ea68e967b (Local ID)d0ef4240-0f7a-11dc-b9dd-000ea68e967b (Archive number)d0ef4240-0f7a-11dc-b9dd-000ea68e967b (OAI)
Note
Godkänd; 2007; 20070531 (ysko)Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2018-07-10Bibliographically approved
Larsson, A. & Sugasawa, Y. (2007). A unified methodology for innovation strategy formulation: product and resource perspectives on the firm combined (ed.). Paper presented at . International Journal of Process Management and Benchmarking, 2(2), 118-137
Open this publication in new window or tab >>A unified methodology for innovation strategy formulation: product and resource perspectives on the firm combined
2007 (English)In: International Journal of Process Management and Benchmarking, ISSN 1460-6739, E-ISSN 1741-816X, Vol. 2, no 2, p. 118-137Article in journal (Refereed) Published
Abstract [en]

In strategy research, resources and products can be considered two sides of the same coin. Thus, competitors can be identified not just by similarities among their products, but by similarities among their resources and capabilities as well. This conceptual paper introduces a unified version of the Booz Allen Hamilton methodology for innovation strategy formulation. It combines the product perspective with the resource perspective, building upon the strengths, weaknesses, opportunities and threats framework and the resource-product matrix. It offers a straightforward, easy-to-apply methodology for innovation strategy formulation that integrates internal strengths and weaknesses with environmental opportunities and threats.

Identifiers
urn:nbn:se:ltu:diva-12138 (URN)10.1504/IJPMB.2007.015141 (DOI)2-s2.0-35648929849 (Scopus ID)b36d5280-6bae-11dc-9e58-000ea68e967b (Local ID)b36d5280-6bae-11dc-9e58-000ea68e967b (Archive number)b36d5280-6bae-11dc-9e58-000ea68e967b (OAI)
Note
Godkänd; 2007; 20070925 (and_lar)Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2018-07-10Bibliographically approved
Larsson, A. (2007). Strategic management of intrafirm R&D in process industry: six essays on technology strategic planning (ed.). (Doctoral dissertation). Paper presented at . Luleå: Luleå tekniska universitet
Open this publication in new window or tab >>Strategic management of intrafirm R&D in process industry: six essays on technology strategic planning
2007 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

This thesis deals with various aspects of strategic management of intrafirm R&D. It consists of six articles appended in full, along with an introductory text. The main purpose of the introductory text is to provide integration of the appended papers. It also aims to introduce the reader to the wider academic field of management of technology, position the thesis with respect to existing literature, introduce the context and cases, discuss the main theories and methods applied, and provide reflections on methodological issues and the emergent research design. The thesis ends with a section in which the research questions are explored one by one and managerial implications are discussed, while directions for further research are outlined. The first appended paper introduces the context: process industry. In this paper, which is based on a workshop survey, it is argued that the industry context matters. Thus it is indicated that the unique characteristics of the non-assembly-type process industry require a different research agenda than high-tech manufacturing industry. Moreover, major discrepancies are discussed in the light of industry context characteristics. The three papers that follow, two of which are conceptual and one case-study based, explore the tensions between the resource-based approach to strategy formulation and the industrial organization economics approach to strategy formulation. The industrial-economics-based Booz Allen Hamilton (BAH) methodology for innovation strategy formulation is revisited from a resource-based view. A set of contextual factors are derived and a resource based version of the BAH methodology is generated. A unified BAH methodology is also introduced. The fifth appended paper investigates the roles and characteristics of technology strategic planning in a multinational, multidivisional corporation faced with a turbulent competitive environment. The single case study indicates that the main role of technology strategic planning is co ordination and control of long-term resource development. The sixth and final appended paper deals with the dynamic relationship among innovationrelated matters, technology-related matters and business- related matters in technology strategic planning. The results from the three case studies suggest that technology-related matters are not dealt with in a work process of their own but still, in all three cases, separate technology strategies are derived.

Place, publisher, year, edition, pages
Luleå: Luleå tekniska universitet, 2007. p. 110
Series
Doctoral thesis / Luleå University of Technology 1 jan 1997 → …, ISSN 1402-1544 ; 2007:63
Identifiers
urn:nbn:se:ltu:diva-16863 (URN)0539ce20-a004-11dc-ac39-000ea68e967b (Local ID)0539ce20-a004-11dc-ac39-000ea68e967b (Archive number)0539ce20-a004-11dc-ac39-000ea68e967b (OAI)
Note
Godkänd; 2007; 20071201 (ysko)Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2017-11-24Bibliographically approved
Larsson, A. & Bergfors, M. (2006). Heads or tails in innovation strategy formulation?: Porterian or Penrosian, let context determine (ed.). Paper presented at . International Journal of Process Management and Benchmarking, 1(4), 297-313
Open this publication in new window or tab >>Heads or tails in innovation strategy formulation?: Porterian or Penrosian, let context determine
2006 (English)In: International Journal of Process Management and Benchmarking, ISSN 1460-6739, E-ISSN 1741-816X, Vol. 1, no 4, p. 297-313Article in journal (Refereed) Published
Abstract [en]

In strategy research, resources and products can be considered two sides of the same coin. This conceptual paper turns heads into tails as it revisits the Porterian industrial economics-based Booz Allen Hamilton methodology for innovation strategy formulation from a Penrosian resource-based view. Seven propositions are generated, two distinct methodologies emerge, and four contextual factors are discussed. This paper proposes that the Penrosian methodology is more suitable in turbulent environments while the Porterian is more suitable in less turbulent environments. Furthermore, it illustrates how the resource based concept can be incorporated into a potentially very practical tool for innovation strategy formulation.

Identifiers
urn:nbn:se:ltu:diva-9485 (URN)10.1504/IJPMB.2006.011330 (DOI)2-s2.0-33846547133 (Scopus ID)820ad640-0f79-11dc-b9dd-000ea68e967b (Local ID)820ad640-0f79-11dc-b9dd-000ea68e967b (Archive number)820ad640-0f79-11dc-b9dd-000ea68e967b (OAI)
Note
Godkänd; 2006; 20070531 (ysko)Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2018-07-10Bibliographically approved
Larsson, A. (2006). Innovation and technology in process industry: a process management perspective on technology strategic planning (ed.). Paper presented at . International Journal of Process Management and Benchmarking, 1(3), 201-219
Open this publication in new window or tab >>Innovation and technology in process industry: a process management perspective on technology strategic planning
2006 (English)In: International Journal of Process Management and Benchmarking, ISSN 1460-6739, E-ISSN 1741-816X, Vol. 1, no 3, p. 201-219Article in journal (Refereed) Published
Abstract [en]

How do multinational corporations manage innovation and technology strategy development? The paper explores the dynamic relationship between innovation-related matters, technology-related matters and business-related matters in technology strategic planning and how its outcome is displayed and communicated. The results show that technology-related matters are either managed as part of the work process of innovation strategy formulation or divided between the work processes of business strategy formulation and innovation strategy formulation. Hence, technology-related matters are not dealt with in a work process of their own. However, the technology strategy content is separated from the innovation strategy content and business strategy content.

Identifiers
urn:nbn:se:ltu:diva-8069 (URN)10.1504/IJPMB.2006.010857 (DOI)2-s2.0-33751039467 (Scopus ID)6823af60-669d-11dc-a0c3-000ea68e967b (Local ID)6823af60-669d-11dc-a0c3-000ea68e967b (Archive number)6823af60-669d-11dc-a0c3-000ea68e967b (OAI)
Note
Godkänd; 2006; 20070919 (ysko)Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2018-07-10Bibliographically approved
Bergfors, M. & Larsson, A. (2006). Opening up intrafirm R&D: insights from the organisation of product and process innovation (ed.). Paper presented at International Conference on Management of Technology : 22/05/2006 - 26/05/2006. Paper presented at International Conference on Management of Technology : 22/05/2006 - 26/05/2006.
Open this publication in new window or tab >>Opening up intrafirm R&D: insights from the organisation of product and process innovation
2006 (English)Conference paper, Oral presentation only (Refereed)
Abstract [en]

Effective and efficient organisation of research and development is critical for firm performance. In this regard the centralisation versus decentralisation of R&D is a key issue that has been debated heavily. The resource-based view argues that R&D activities that are of strategic importance, have a wide applicability within the firms, or are potentially disruptive should be under tighter corporate control. However, while previous research has redominantly focused on product innovation, often equating R&D with the development of new products, this study examines the centralisation-decentralisation issue from a product, as well as a process innovation perspective. In this regard, case studies of three multinational companies, representing food and beverage, mining and minerals, and pulp and paper industry sectors advances the understanding of organising intrafirm R&D. The study reveals dual structures within the R&D organisation; one for product innovation and one for process innovation. A matrix consisting of product-process innovation on one axis and centralisation-decentralisation on the other is presented to illustrate nine forms in which the intrafirm R&D organisation can be configured. Depending on the objective of product and process innovation the R&D organisation should be either centralised or decentralised. Thus, by examining intrafirm centralisation-decentralisation in R&D organisations through a product and process innovation perspective this study opens up the R&D organisation and provide guidelines for organising intrafirm R&D.

Identifiers
urn:nbn:se:ltu:diva-35462 (URN)9ffb5db0-1329-11dc-95f3-000ea68e967b (Local ID)9ffb5db0-1329-11dc-95f3-000ea68e967b (Archive number)9ffb5db0-1329-11dc-95f3-000ea68e967b (OAI)
Conference
International Conference on Management of Technology : 22/05/2006 - 26/05/2006
Note
Godkänd; 2006; 20070605 (keni)Available from: 2016-09-30 Created: 2016-09-30 Last updated: 2017-11-25Bibliographically approved
Larsson, A. & Bergfors, M. (2005). Focusing on heads or tails in innovation strategy formulation?: A revisited methodology based on a resource-based view (ed.). In: (Ed.), (Ed.), The First International Conference/Workshop on Business, Technology and Competitive Intelligence: Proceedings. Paper presented at International Conference/Workshop on Business, Technology and Competitive Intelligence : 25/10/2005 - 26/10/2005 (pp. 596-621).
Open this publication in new window or tab >>Focusing on heads or tails in innovation strategy formulation?: A revisited methodology based on a resource-based view
2005 (English)In: The First International Conference/Workshop on Business, Technology and Competitive Intelligence: Proceedings, 2005, p. 596-621Conference paper, Published paper (Refereed)
Identifiers
urn:nbn:se:ltu:diva-40499 (URN)fa783c10-0f7b-11dc-b9dd-000ea68e967b (Local ID)fa783c10-0f7b-11dc-b9dd-000ea68e967b (Archive number)fa783c10-0f7b-11dc-b9dd-000ea68e967b (OAI)
Conference
International Conference/Workshop on Business, Technology and Competitive Intelligence : 25/10/2005 - 26/10/2005
Note
Godkänd; 2005; 20070531 (ysko)Available from: 2016-10-03 Created: 2016-10-03 Last updated: 2017-11-25Bibliographically approved
Larsson, A. (2005). Spoken or unspoken technology strategy: Three case studies of relationship to business and innovation strategies (ed.). In: (Ed.), (Ed.), Proceeding of the 2005 R&D Management Conference: . Paper presented at R&D Management Conference : 05/07/2005 - 08/07/2005.
Open this publication in new window or tab >>Spoken or unspoken technology strategy: Three case studies of relationship to business and innovation strategies
2005 (English)In: Proceeding of the 2005 R&D Management Conference, 2005Conference paper, Published paper (Refereed)
Identifiers
urn:nbn:se:ltu:diva-34079 (URN)82eacb70-0f78-11dc-b9dd-000ea68e967b (Local ID)82eacb70-0f78-11dc-b9dd-000ea68e967b (Archive number)82eacb70-0f78-11dc-b9dd-000ea68e967b (OAI)
Conference
R&D Management Conference : 05/07/2005 - 08/07/2005
Note
Godkänd; 2005; 20070531 (ysko)Available from: 2016-09-30 Created: 2016-09-30 Last updated: 2017-11-25Bibliographically approved
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