<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Helle Alsted Søndergaard</style></author><author><style face="normal" font="default" size="100%">Mette Præst Knudsen</style></author><author><style face="normal" font="default" size="100%">Nicolai Søndergaard Laugesen</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">The Catch-22 in Strategizing for Radical Innovation</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">corporate strategy</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation strategy</style></keyword><keyword><style  face="normal" font="default" size="100%">radical innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">strategy challenges</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2021</style></year><pub-dates><date><style  face="normal" font="default" size="100%">03/2021</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">timreview.ca/article/1425</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">11</style></volume><pages><style face="normal" font="default" size="100%">4-16</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Corporate strategy development is a well-oiled and recurring process in most established companies. Innovation strategy, however, especially for radical innovation, is new and unknown territory. This creates challenges for companies with radical innovation ambitions. We followed the innovation strategy work of nine large organisations, finding that they all struggle with the process and how to link innovation with corporate strategy in a meaningful way, while at the same time not hampering the innovative ambitions of the organisation. We identify two main challenges of gravitation and alignment, and develop a framework aimed at asking the questions necessary for increasing awareness about inherent business challenges, and how to overcome them at the intersection between corporate and innovation strategy work.</style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue><custom1><style face="normal" font="default" size="100%">Aarhus University 
Helle Alsted Søndergaard is Associate professor in Innovation management at the Department of Management, Aarhus University. Her research is focused on aspects of open innovation including employee attitude to external knowledge, employee and user innovation as well as innovation strategy. She has published her work in journals such as &lt;em&gt;Technovation, International Journal of Technology Management, &lt;/em&gt;and &lt;em&gt;European Journal of Innovation Management&lt;/em&gt;.</style></custom1><custom2><style face="normal" font="default" size="100%">University of Southern Denmark 
Mette Præst Knudsen is Professor of Innovation Management and Director of the Centre for Integrative Innovation Management, Department of Marketing &amp; Management at the University of Southern Denmark. Her research focuses on innovation management including topics like open innovation and innovation strategy. Further she is concerned with barriers to commercialization of emerging technologies, and how emerging technologies are embedded and grow within innovation eco-systems. Her research has been published in journals such as &lt;em&gt;Journal of Product Innovation Management, Research Policy, Technovation, &lt;/em&gt;and &lt;em&gt;Industrial and Corporate Change&lt;/em&gt;. She currently serves as Associate Editor for &lt;em&gt;Technology Innovation Management Review&lt;/em&gt;, Area Editor for &lt;em&gt;Technovation&lt;/em&gt;, and as Senior Advisor for &lt;em&gt;Creativity and Innovation Management Journal&lt;/em&gt;.</style></custom2><custom3><style face="normal" font="default" size="100%">Falck A/S
Nicolai Søndergaard Laugesen is Global Head of Development &amp; Commercial Excellence at Falck A/S, a global healthcare and ambulance service company. His responsibilities cover both strategies and development of new healthcare solutions.</style></custom3><section><style face="normal" font="default" size="100%">4</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Magnus Hoppe</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">The Prime Mover Matrix: A Conversation Piece for Building Strategic Innovative Capacity</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">analytical models</style></keyword><keyword><style  face="normal" font="default" size="100%">business innovative capacity</style></keyword><keyword><style  face="normal" font="default" size="100%">conversation pieces</style></keyword><keyword><style  face="normal" font="default" size="100%">industrial standards</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation strategy</style></keyword><keyword><style  face="normal" font="default" size="100%">Prime Mover Matrix</style></keyword><keyword><style  face="normal" font="default" size="100%">technical innovative capacity</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2018</style></year><pub-dates><date><style  face="normal" font="default" size="100%">07/2018</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/1167</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">8</style></volume><pages><style face="normal" font="default" size="100%">5-13</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The article introduces the Prime Mover Matrix as a conversation piece that will help management build strategic innovation capacity and gain desired influence on industrial standards and thus power. After all, just because a company calls itself innovative and invests in R&amp;D does not mean it is actually innovative. To be strategically innovative means that a company deliberately builds its technical innovative capacity and business innovative capacity in relation to the influence of other actors’ actions and innovations. By doing this, a company will be able to increase its influence on industrial standards and gain the necessary power to reach its objectives. It is a relative position towards a moving target, which is why companies must continuously change through learning. This means that management needs help to reflect on how their own company’s innovative capacity compares to their competitors, and they must unceasingly steer their capacity towards the desired innovation position. Today, we lack intuitive and usable tools that will facilitate strategic conversations on how to best invest for desired innovation capacity. In order to fill this void, this article proposes the Prime Mover Matrix: a model that functions as a conversation piece for triggering an assessment of an industry’s technical, business, and prime movers. </style></abstract><issue><style face="normal" font="default" size="100%">7</style></issue><custom1><style face="normal" font="default" size="100%">Mälardalen University
Magnus Hoppe is an Associate Professor at the School of Economics, Society and Engineering at Mälardalen University, Sweden. At the university, he is member of the Faculty Board and leads processes for collaborative research in sustainable development. Magnus holds a PhD in Business Administration from Åbo Akademi University in Finland, where he presented his thesis on organized intelligence work in modern organizations. His current research concerns both private and public organizations and spans intelligence, entrepreneurship, and innovation. A special research interest lies in questioning dominating perspectives that bind our understanding of specific topics, and he now works to establish new ways of talking and thinking about innovation. His aim is to help organizations build new insights that will enhance their ideation processes and strategy building and, thereby, improve their innovative capabilities.</style></custom1></record></records></xml>