<?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%">Yat Ming Ooi</style></author><author><style face="normal" font="default" size="100%">Kenneth Husted</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Framing Multi-Stakeholder Value Propositions: A wicked problem lens</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%">complexity</style></keyword><keyword><style  face="normal" font="default" size="100%">complicatedness</style></keyword><keyword><style  face="normal" font="default" size="100%">scaling-up</style></keyword><keyword><style  face="normal" font="default" size="100%">stakeholders</style></keyword><keyword><style  face="normal" font="default" size="100%">value proposition</style></keyword><keyword><style  face="normal" font="default" size="100%">wicked problem</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%">04/2021</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">timreview.ca/article/1434</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%">26-37</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Balancing various stakeholder (often contradictory) expectations creates tensions when developing value propositions for a new firm. Customers, funders, owners, and society-at-large often expect different value outcomes from a firm. They therefore have different motivations for being involved in the firm. These differences in value expectations are more strongly expressed in technology-based ventures, which often rely heavily on access to heterogeneous external resources such as capital, specialised knowledge, distribution, and service. In this paper, we use a wicked problem lens to explore specific challenges for companies to mediate seemingly contradictory propositions. We use two dimensions of wicked problems involving complexity and complicatedness, and conduct a secondary analysis of seven technology venture case studies from Australia and New Zealand. We then categorise the configuration types of these firms' stakeholder value propositions in the context of their scale-up process. We contribute to the value proposition and business model development research streams by suggesting that the challenge of mediating value propositions that conflict can manifest itself in four types of configurations: easy, complicated, complex and wicked. Complicated and complex propositions are thorny, but with structures and processes in place, they can be adequately addressed. On the other hand, wicked propositions consist of many unknowns and require firms to collaborate with stakeholders to derive outcomes that align company scaling objective with stakeholder value propositions.</style></abstract><issue><style face="normal" font="default" size="100%">4</style></issue><custom1><style face="normal" font="default" size="100%">University of Auckland Business School
Yat Ming Ooi is a Research Fellow at the Department of Management and International Business, University of Auckland Business School. He holds a PhD in Management from the University of Auckland, New Zealand. His research focuses on collaborative forms of innovation activities, digital transformation, problem-solving in grand challenge initiatives, technology commercialisation, and the economic impact of stagnation on developing countries' entrepreneurial activities. Yat Ming has published articles in Research-Technology Management, University of Auckland Business Review, and Kindai Management Review. He is also an editorial review board member for the Technology Innovation Management Review.</style></custom1><custom2><style face="normal" font="default" size="100%">University of Auckland Business School
Kenneth Husted is a Professor of Innovation and Research Management, and Head of the Department of Management and International Business, University of Auckland Business School. He holds a PhD from Copenhagen Business School, Denmark. His research covers innovation and research management, knowledge management, management of R&amp;D and research commercialisation. He has published articles in reputable journals, including Journal of Management Studies, Organizational Dynamics, California Management Review, Technovation, R&amp;D Management, Journal of Knowledge Management, and Creativity and Innovation Management. He is also regional editor for the Journal of Knowledge Management and associate editor for the Technology Innovation Management Review.
</style></custom2><section><style face="normal" font="default" size="100%">26</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%">Mark A. Phillips</style></author><author><style face="normal" font="default" size="100%">Tomás S. Harrington</style></author><author><style face="normal" font="default" size="100%">Jagjit Singh Srai</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Convergent Innovation in Emerging Healthcare Technology Ecosystems: Addressing Complexity and Integration</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%">complexity</style></keyword><keyword><style  face="normal" font="default" size="100%">convergent innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">ecosystems</style></keyword><keyword><style  face="normal" font="default" size="100%">healthcare</style></keyword><keyword><style  face="normal" font="default" size="100%">integration</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">09/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/1105</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%">7</style></volume><pages><style face="normal" font="default" size="100%">44-54</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Precision Medicine and Digital Health are emerging areas in healthcare, and they are underpinned by convergent or cross-industry innovation. However, convergence results in greater uncertainty and complexity in terms of technologies, value networks, and organization. There has been limited empirical research on emerging and convergent ecosystems, especially in addressing the issue of integration. This research identifies how organizations innovate in emerging and convergent ecosystems, specifically, how they address the challenge of integration. We base our research on empirical analyses using a series of longitudinal case studies employing a combination of case interviews, field observations, and documents. Our findings identify a need to embrace the complexity by adopting a variety of approaches that balance “credibility-seeking” and “advantage-seeking” behaviours, to navigate, negotiate, and nurture both the innovation and ecosystem, in addition to a combination of “analysis” and “synthesis” actions to manage aspects of integration. We contribute to the convergent innovation agenda and provide practical approaches for innovators in this domain. </style></abstract><issue><style face="normal" font="default" size="100%">9</style></issue><custom1><style face="normal" font="default" size="100%">University of Cambridge
Mark A. Phillips is a Doctoral Researcher in the Institute of Manufacturing at the University of Cambridge, United Kingdom. His research focuses on innovation, emergent ecosystems, “convergence”, and healthcare technologies. Before embarking on his PhD, Mark was a Senior Vice President and Head of Development, Supply and Service for diagnostics at GlaxoSmithKline. He held a variety of roles in a career spanning 30 years in pharmaceuticals and life sciences covering technical and engineering, manufacturing operations, global supply chain leadership, manufacturing strategy, lean and business change, and new business start-up. He has a first-class honours degree in Chemical Engineering from Loughborough University in the United Kingdom and a Masters in Manufacturing Leadership from Cambridge University, and he is a Chartered Engineer and a Fellow of the Institute of Chemical Engineers.</style></custom1><custom2><style face="normal" font="default" size="100%">Norwich Business School
Tomás S. Harrington is Associate Professor of Digitalisation and Operations Management (Senior Lecturer) within the Innovation, Technology and Operations Management Group at Norwich Business School at the University of East Anglia (UEA) in the United Kingdom. Prior to joining the Faculty of Social Sciences at UEA in August 2017, Tomás spent eight years at the University of Cambridge’s Institute for Manufacturing. His research and practice interests focus on industrial systems transformation, enabled by the adoption of advanced manufacturing and digital technologies. He has also held senior roles in industry encompassing new product development, process design, and big data analytics – most recently with Intel Corporation. Tomás holds Bachelor and PhD degrees in Chemistry and an MBA (with distinction) for which he received a Chartered Management Institute award in 2008.</style></custom2><custom3><style face="normal" font="default" size="100%">University of Cambridge
Jagjit Singh Srai is Head of the Centre for International Manufacturing within the Institute for Manufacturing at the University of Cambridge, United Kingdom. His research focuses on the analysis, design, and operation of international production, supply and service networks, and the disruptive impacts of new technologies, markets, and regulations. As Research Director of Project Remedies, a £23m collaborative research programme involving leading pharmaceutical firms, applied research explores how new technologies may transform healthcare supply chains. Jag also advises leading multinationals, governments, and international institutions including UNCTAD, UNIDO, and WEF. Previous roles have been in industry with Unilever working as a Supply Chain Director of a multinational regional business, Technical Director of a national business, and other senior management positions. He holds a first-class honours degree in Chemical Engineering from Aston University, United Kingdom, and MPhil and PhD degrees in International Supply Networks from Cambridge University, and he is a Chartered Engineer and a Fellow of the Institute of Chemical Engineers. </style></custom3></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%">Timo J. Hämäläinen</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Governance Solutions for Wicked Problems: Metropolitan Innovation Ecosystems as Frontrunners to Sustainable Well-Being</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%">cities</style></keyword><keyword><style  face="normal" font="default" size="100%">complexity</style></keyword><keyword><style  face="normal" font="default" size="100%">governance</style></keyword><keyword><style  face="normal" font="default" size="100%">sustainability</style></keyword><keyword><style  face="normal" font="default" size="100%">well-being</style></keyword><keyword><style  face="normal" font="default" size="100%">wicked problem</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2015</style></year><pub-dates><date><style  face="normal" font="default" size="100%">10/2015</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/935</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%">5</style></volume><pages><style face="normal" font="default" size="100%">31-41</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The growing specialization and interdependence of societies as well as their rapid technological and economic transformation have increased the level of uncertainty and complexity in decision making and the role of wicked problems in policy making. This article analyzes the nature and evolution of wicked problems and argues that they stem from the gap between the complexity of the policy problem and the variety of the corresponding governance arrangements. This complexity gap can be closed with new governance solutions that include participation, interaction, and cooperation among stakeholders; collective learning processes; coordination by mutual adjustment and clear systemic direction, decentralization, diversity, and experimentation; and effective measures to overcome system rigidities and development bottlenecks. For several reasons, cities and metropolitan areas provide ideal ecosystems for addressing wicked problems. They have the requisite variety of resources, capabilities and services, physical proximity that facilitates rich face-to-face communication, learning and cooperation, as well as the right scope for producing and experimenting with the necessary public goods and services. The article concludes by arguing that Finland could become a global frontrunner in solving wicked problems in policy making by adopting a strategy of sustainable well-being. This strategy would build on the world-class well-being knowledge within the Finnish welfare state and the rapidly growing international research on subjective well-being and happiness.</style></abstract><issue><style face="normal" font="default" size="100%">10</style></issue><custom1><style face="normal" font="default" size="100%">Sitra
Timo Hämäläinen is a Fellow in the Strategy Unit of Sitra, the Finnish Innovation Fund, and he is a Docent (Adjunct Professor) of International Business in the University of Eastern Finland. He has also been a visiting scholar in the OECD, Paris, and the Wilson Center, Washington, DC. He holds an MSc in Marketing from Aalto University (Helsinki School of Economics) in Finland and an MBA and a PhD in International Business from Rutgers University in New Jersey, United States. Timo’s research has focused on organizational strategy and theory, institutional economics, long socio-economic cycles, social and institutional innovation, everyday life and well-being, public-sector governance, as well as innovation and industrial policy. His most recent research projects have centered on the changing nature of well-being in advanced societies, sustainable socio-economic model and the development of new business ecosystems. </style></custom1></record></records></xml>