Download full programme and abstract book pdf 1.6

areas of organizational learning, dynamic absorptive capacity
and dynamic capabilities. The findings of a confirmatory
factor analysis of 206 software firms showed strong evidence
for the four-dimensions of strategic learning as suggested by
prior research and confirmed that these sub-processes together
form a firm’s strategic level dynamic capability. Collectively,
the results demonstrate that the reliability and validity of the
developed measurement model is satisfactory, thus enabling its
use in further studies.
24:05
The effects of knowledge integration on new product
development performance
Rundquist, Jonas 1 ; Tell, Fredrik 2 ; Frishammar, Johan 3
1 Halmstad University, Halmstad, Sweden; 2 Linköping
University, Department of Management and Engineering,
Linköping, Sweden; 3 Luleå UNiversity of Technology, Luleå,
Sweden
The knowledge needed for development of new products is
becoming increasingly complex and distributed. There is a
need for firms to develop their capabilities for knowledge
integration. Although prior knowledge-based literature
has pointed to the importance of knowledge integration
for competitive advantage, our understanding of how the
integration of different types of knowledge affects new
product development (NPD) performance is still limited.
We quantitatively examine the effect of the integration
of different types of knowledge on performance in NPD.
Knowledge integration refers to the process of combining
specialized but complementary knowledge. In this article we
seek to study the effects of knowledge integration on NPD
performance. Previous studies point to the positive effects
of knowledge integration on NPD performance, but they
do not distinguish between different types of knowledge
in examining these effects. This article therefore seeks to
contribute to this emerging literature by explicitly studying
the integration of different types of knowledge and the effects
that such integration have on NPD performance. We draw
upon a classification of knowledge suggested by Ullman (1997)
in discussing what types of knowledge that is particularly
pertinent in engineering practices. That is, what knowledge
engineers draw upon in conducting design and development
work. We address the types of domain-specific knowledge,
procedural knowledge, and general knowledge integration.
Three hypotheses suggesting that the capabilities for integration
of each type of knowledge respectively affect NPD performance
positively are tested. A fourth hypothesis suggests that there are
complementarity effects between integration of the three types
of knowledge upon NPD performance. Data was collected
during 2009 from a sampling frame of 355 medium-sized
Swedish manufacturing firms in four industries. We received
193 valid answers, i.e. a 54% response rate) Hypotheses were
tested with standard OLS regression together with EFA and
CFA analysis. The results provide support for the first three
hypotheses, while the fourth one was rejected. This implies
that capabilities to integrate domain-specific, procedural
and general knowledge are all independently affecting NPD
performance positively, but no combined effect above and
beyond the individual variables. This indicates that one
knowledge type can be integrated without an absolute need to
integrate two types or all three types.
132
24:06
The case against the checklist approach to IT risk management:
Exploring epistemic strategies in IT risk management
Lars, Rönnbäck; Holmström, Jonny
Umeå Universitet, Institutionen för informatik, Umeå, Sweden
Information technology (IT) has become one of the most
powerful factors in organizational processes. A IT thus is
deeply enmeshed in the organizational fabric, the issue of risk
also becomes increasingly significant. IT risks mix with other
kinds of socio-technical risks, and as IT becomes increasingly
infrastructural it gives rise to new kinds of risk, challenging
the ways in which it can be effectively managed. Research
on IT risk has over the last decades produced a number
of frameworks and checklists to identify and manage risk,
allowing for a proactive approach to e.g. IT development
projects. Still, IT-projects fail more often than not and even the
most proficient managers have difficulty in managing IT as an
organizational resource. A literature review shows how current
literature on IT risk management tends to be theoretically
fragmented, drawing on individual learning theory or simply
using organizational learning as an umbrella concept for many
different kinds of risk management approaches. This paper
introduces a framework for the analysis of software risk as
knowledge systems (Holzner & Marx, 1979) composed of a
set of knowledge processes, as they are enacted in the context
of software risk management: reactive, proactive and adaptive
IT risk management. Within the day-to-day operations of
organizations and projects, risk management practices are for
the most part reactive – dealing with problems and unforeseen
situations as they arise. In the context of IT risk management
multiple actors are involved in knowledge production relevant
for the task at hand. These actors all have different interests
at stake, but also different epistemic strategies for generating
the knowledge they seek. We position ourselves in line with
works that take a practice-based approach on knowledge
and learning (Lave and Wenger, 1991; Wenger, 2000), which
emphasise how knowledge is local, social, situated and
closely linked to practice. However, another central premise
behind our framework is that knowledge is not only local
and situated, but also linked to larger established ‘systems of
knowledge’. This may imply that knowledge generation does
not happen freely, but is highly contingent on the context in
which knowledge generation is situated. o manage risk in the
increasingly dynamic environment of organizational life, we
argue that adaptive IT risk management provides organizations
with a more powerful approach than we find in the reactive
and proactive approach
24:07
Balancing exploration and exploitation: the moderating role of
market dynamism
Åman, Per; Siadat, Seyed Amir; Mirzataghi Chaharmahali,
Sara; Tell, Fredrik
Linköping University, Management and Engineering,
Linköping, Sweden
The concepts of exploration and exploitation indicate one of
the major paradoxes that organizations face: the continuous,
on-going need to manage the two seemingly contradictory tasks
to be efficient and competitive today, and to be innovative and
competitive tomorrow. The necessity of balancing exploration
and exploitation is rooted in the long-time considerable
discussion in the field of management concerning how the
organizations adapt to changes that constantly occur internally
and externally. Therefore, organizations need balance their
exploratory and exploitative activities in order to achieve a
long-time survival, to realize both efficiency and effectiveness,
and to have both profitability and flexibility. Researchers