Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Agile Product Development Practices for Coping with Learning Paradox in R&D Offshore Units
Danfoss Corporation.
Häme University of Applied Sciences.
Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design. University of Vaasa. USN Business School.
2020 (English)In: Technology Innovation Management Review, ISSN 1927-0321, E-ISSN 1927-0321, Vol. 10, no 3, p. 70-78Article in journal (Refereed) Published
Abstract [en]

R&D offshoring involves the relocation of in-house R&D activities to subsidiary units located in other countries, often associated with low-cost engineering work, to meet global operational requirements. The main motivation behind R&D offshoring by global technology companies is usually to utilize local resources, knowledge, and competencies provided by geographically dispersed subsidiaries in the most effective manner, which in most cases involves high expectations for project performance. However, offshore units often have their own local interests, such as developing their activities to compete with the company's other global R&D units, by not only building their project performance, but also demonstrating learning and innovativeness. This causes a learning paradox in which the R&D unit is expected to possess capabilities for innovation and learning, while at the same time demonstrating a high product development performance. This paper presents a qualitative case study that analyzes how R&D managers in the offshore units of a global technology company can cope with conflicting tensions between learning and performance. The results present a variety of coping practices that are based on developing local innovation strategies, constant learning, and supporting local innovation culture. The results also underline the meaning of agile working models in facilitating local innovation activities.

Place, publisher, year, edition, pages
Carleton University, Ottawa, Canada , 2020. Vol. 10, no 3, p. 70-78
National Category
Business Administration
Research subject
Entrepreneurship and Innovation
Identifiers
URN: urn:nbn:se:ltu:diva-78592DOI: 10.22215/timreview/1338ISI: 000523275000008OAI: oai:DiVA.org:ltu-78592DiVA, id: diva2:1425437
Note

Validerad;2020;Nivå 2;2020-04-21 (alebob)

Available from: 2020-04-21 Created: 2020-04-21 Last updated: 2020-04-21Bibliographically approved

Open Access in DiVA

No full text in DiVA

Other links

Publisher's full text

Authority records BETA

Kohtamäki, Marko

Search in DiVA

By author/editor
Kohtamäki, Marko
By organisation
Innovation and Design
In the same journal
Technology Innovation Management Review
Business Administration

Search outside of DiVA

GoogleGoogle Scholar

doi
urn-nbn

Altmetric score

doi
urn-nbn
Total: 9 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf