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  • 51. Thorgren, Sara
    et al.
    Wincent, Joakim
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Anokhin, Sergey
    The importance of compensating strategic network board members for network performance: a contingency approach2010In: British Journal of Management, ISSN 1045-3172, E-ISSN 1467-8551, Vol. 21, no 1, p. 131-151Article in journal (Refereed)
    Abstract [en]

    Firms in government-supported strategic networks tend to rely on professional network board members for support and assistance. As such, two significant issues arise: should board members be compensated and under which circumstances is compensation more - or less - effective for network performance. Based on yearly panel data from 53 government-supported strategic networks of small- and medium-sized enterprises over a five-year period, this study examines the effects of compensating network board members. Advocating for a contingency approach, we combine the agency and stewardship literatures to posit that the effects of compensation are moderated by contingency factors that stimulate either an agency or stewardship relationship between the network board and the networking firms. Our findings indicate that significant funding, network firms represented on the network board, and top-down network formation stimulate board members to become agents rather than stewards. This therefore explains the higher effect of board member compensation under such conditions.

  • 52.
    Thorgren, Sara
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Wincent, Joakim
    Örtqvist, Daniel
    A cause-effect study of inter-firm networking and corporate entrepreneurship: initial evidence of self-enforcing spirals2009In: Journal of Developmental Entrepreneurship, ISSN 1084-9467, Vol. 14, no 4, p. 355-373Article in journal (Refereed)
    Abstract [en]

    Participating in inter-firm networks has become increasingly popular to enhance corporate entrepreneurship. Trust, relationship diversity and knowledge transfer are considered some of the prominent cornerstones of well-functioning networks. Using longitudinal survey data covering a population of 41 firms operating in two SME networks, we examine cause-effect relationships between interorganizational trust, relationship diversity and knowledge transfer, and corporate entrepreneurship among networking firms. We found a causal influence of knowledge transfer and relational diversity on corporate entrepreneurship. Our approach also identified self-enforcing spirals between network constructs and corporate entrepreneurship. Firms displaying high corporate entrepreneurship may stimulate the creation of relationships such as those characterized by high knowledge transfer that, in turn, are relationship characteristics that stimulate corporate entrepreneurship.

  • 53.
    Thorgren, Sara
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Activity: International Council for Small Business World Conference 2009: how seasoned industry actors hinder regional restructuring2009Conference paper (Other (popular science, discussion, etc.))
  • 54.
    Thorgren, Sara
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Activity: International Council for Small Business World Conference 2009: the interaction between individual and interorganizational characteristics2009Conference paper (Other (popular science, discussion, etc.))
  • 55.
    Thorgren, Sara
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Wincent, Joakim
    Örtqvist, Daniel
    Designing interorganizational networks for innovation: an empirical examination of network configuration, formation and governance2009In: Journal of engineering and technology management, ISSN 0923-4748, E-ISSN 1879-1719, Vol. 26, no 3, p. 148-166Article in journal (Refereed)
    Abstract [en]

    Strategic SME networks have received significant policy attention, yet a review of the current literature reveals limited attention to the factors that contribute to network innovation. This study examines the influence of the number of member firms (network size), the extent to which a network is based on firm incentives (bottom-up formation), and the extent of development of the governance structure (size of administrative function) on a network's innovative performance. Latent growth modeling with longitudinal data from 53 networks reveals that larger networks and bottom-up formed networks achieve greater innovative performance, and that the administrative function partially mediates these effects.

  • 56.
    Wincent, Joakim
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Thorgren, Sara
    Anokhin, Sergey
    How entrepreneurial firms in networks benefit from network boards: is compensation always the ultimate answer?2009Conference paper (Refereed)
  • 57. Anokhin, Sergey
    et al.
    Örtqvist, Daniel
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Thorgren, Sara
    Wincent, Joakim
    Innovating through corporate venture capital: role of network and industry characteristics2009Conference paper (Refereed)
  • 58. Anokhin, Sergey
    et al.
    Örtqvist, Daniel
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Thorgren, Sara
    Wincent, Joakim
    Risky information exchange: how network position can cause difficulties for corporate innovation2009In: Proceedings of the Twenty-ninth Annual Entrepreneurship Research Conference, 2009Conference paper (Refereed)
    Abstract [en]

    To enhance innovation effectiveness, many incumbent corporations make equity investments in young technological startups. Four out of five corporate investors syndicate at least some of their investments with other incumbents. While syndication practices may be beneficial to incumbent corporations, in this study we elaborate on the notion of information exchange paradox to demonstrate that syndication may be detrimental to corporate innovation. Using a unique data set of investment decisions of 163 corporations over four years, we show that for some corporations the losses of participating in syndicate networks may outweigh the gains. In particular, we demonstrate that syndication network centrality negatively moderates the ability of a corporation to benefit from its investments. We also show that the effect is particularly strong in highly concentrated industries but is virtually non-existent in industries with low concentration. This supports a contingency view of syndication and implies that benefiting from equity investments in startups is a non-trivial task for managers of incumbent corporations.

  • 59.
    Thorgren, Sara
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Activity: European Academy of Management 2008 Conference2008Conference paper (Other (popular science, discussion, etc.))
  • 60.
    Thorgren, Sara
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Wincent, Joakim
    Örtqvist, Daniel
    How to achieve innovative performance in strategic SME networks: a latent growth design2008In: Proceedings: 2nd Conference on Nordic Innovation Research, December 3-4 2007; Luleå University of Technology / [ed] Håkan Ylinenpää, Luleå tekniska universitet, 2008, p. 70-95Conference paper (Refereed)
  • 61.
    Thorgren, Sara
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Wincent, Joakim
    Örtqvist, Daniel
    Network architecture for innovative performance: lessons from a latent growth design2008In: 2008 IEEE International Conference on Management of Innovation and Technology: [ICMIT 2008] ; Bangkok, Thailand, 21 - 24 September 2008, Piscataway, NJ: IEEE Communications Society, 2008, p. 195-200Conference paper (Refereed)
    Abstract [en]

    Strategic small and medium-sized enterprise networks have received significant policy attention for their potential role in improving innovation, but a review of the literature reveals merely anecdotal evidence. This article extends previous findings by researching the influence of network size, bottom-up formation, and size of administrative function on network innovative performance. By using longitudinal data from 53 strategic SME networks and latent growth modeling, we find that larger networks and networks formed by members achieve greater innovative performance and tend to enlarge their administrative function more rapidly, which also influences the level and growth of network innovative performance.

  • 62.
    Thorgren, Sara
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Wincent, Joakim
    Örtqvist, Daniel
    Networking and corporate entrepreneurship: a study of cause and effect relationships2008In: International Council for Small Business World Conference: June 22-25 2008, Halifax, Nova Scotia, Canada, ICSB , 2008Conference paper (Refereed)
    Abstract [en]

    This cross-lagged longitudinal study investigates relationships between a firm's relational characteristics (knowledge transferability, trust, and diversity) and corporate entrepreneurship. We use survey and interview material covering an entire population of firms in two strategic small firm networks. Structural equation modeling is used to compare four competing causal models: (1) a stability model without cross-lagged structural paths, (2) a regular causation model (relational characteristics influences corporate entrepreneurship), (3) a reverse causation model (corporate entrepreneurship influences relational characteristics), and (4) a reciprocal causation model (both regular and reverse causation combined). We found support for the reciprocal causation model.

  • 63.
    Thorgren, Sara
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Wincent, Joakim
    When trust and control turn counterproductive: implications for interorganizational inertia2008In: Conference Proceedings: 15th Nordic Conference on Small Business Research: Challenges for Entrepreneurship and Small Business Development in the Context of European Enlargement, Tallinn University of Technology , 2008Conference paper (Refereed)
  • 64.
    Thorgren, Sara
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    A glimpse of benefits of long-term relationships for innovation2007In: International Journal of Globalisation and Small Business, ISSN 1479-3059, E-ISSN 1479-3067, Vol. 2, no 1, p. 34-46Article in journal (Refereed)
    Abstract [en]

    Research over a long time has suggested a facilitating role of interorganisational relationships for innovative performance. Although research has implicitly advocated for switching partners on the basis of evidence of diversity and non-redundancy of information accessed in relationships, experience suggests otherwise. This study supplements the earlier research by examining how and why some organisations bring in the same partners in different innovative processes. Based on a qualitative study of small and medium-sized enterprises, this study indicates that the use of existing relationships has several important benefits for innovative performance, including (1) effective use of indirect links, (2) better conditions for unspecified exchanges, (3) provision of a fast lane to essentialities via known values and firm characteristics, (4) improved dialogue and positive surprises and (5) elicited partner enthusiasm guided by altruism.

  • 65.
    Thorgren, Sara
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Wincent, Joakim
    Ylinenpää, Håkan
    Benefits of holding on to partners for innovation2007In: The first Nordic innovation research conference - Finnkampen / [ed] Harri Haapasalo; Päivi Iskanius, Oulu: University of Oulu, 2007, p. 215-225Conference paper (Refereed)
    Abstract [en]

    Research has for a long time suggested a facilitating role of interorganizational relations for innovation performance. Although implicitly advocating for switching partners based on the evidence of having variety, diversity, and nonredundancy of information accessed in relations, practise suggests otherwise. Firms have found to be interlinked over time and some do not even search for alternative partners. This study adds to prior research by examining how and why some organizations stick to the same partners in innovation processes. We report a qualitative study of organizations that have an agenda of sticking to partners in the development of innovations. We find using existing relationships had several important benefits for innovative performance possible to categorize as 1) effective use of indirect linkages, 2) better prerequisites for unspecified exchanges, 3) providing a fast lane to essentialities by known values and firm characteristics, 4) improved dialogue and surprises, and 5) enhanced enthusiasm guided by altruism. Our contributions are related to prior work on management of interorganizational relationships for innovation.

  • 66.
    Thorgren, Sara
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Wincent, Joakim
    Enduring relationships to support innovative processes2007In: ICSB World Conference 2007: 13th-15th June 2007, Turku, Finland, Turku: Turku School of Economics , 2007Conference paper (Other academic)
  • 67.
    Thorgren, Sara
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Kommunsamverkan för företagsutveckling: fallet Trevia2006Report (Other academic)
12 51 - 67 of 67
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  • harvard1
  • ieee
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  • vancouver
  • Other style
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  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
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  • Other locale
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Output format
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