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Opportunities and challenges in the management of an innovation laboratory: A case study of Semcon Innovation Lab
Uppsala University, Disciplinary Domain of Science and Technology, Technology, Department of Engineering Sciences, Industrial Engineering & Management.
Uppsala University, Disciplinary Domain of Science and Technology, Technology, Department of Engineering Sciences.
2016 (English)Independent thesis Advanced level (degree of Master (Two Years)), 20 credits / 30 HE creditsStudent thesis
Abstract [en]

Innovation laboratories are environments especially designed for carrying out the innovation process. They are an example of a new kind of organisational structure that has emerged as a managerial response to challenges associated with organisational dynamic capability development. Using a mixed-method approach, this thesis attempts to create an understanding for the challenges and opportunities that exist in the management of an innovation laboratory, both on a level of organisational innovation and of individual creativity. The componential model of creativity and innovation in organisations is used as a framework for analysis of an innovation laboratory in the case company, the tech consultancy firm Semcon.

The results confirm that there is a lack of clarity in the conceptualisation of innovation labs. Some important findings are that the implementation of an innovation laboratory could in itself be seen as an opportunity, but that acting in the borderland between the objectives of profitability and creativity could prove a challenge. A challenge may also lie in maintaining a realistic view of the actual abilities of the innovation laboratory. Cross-functional collaboration between consultants seems to bring opportunities in that it may contribute to knowledge creation and transfer within the firm, but there is a challenge in that teams are in need of leaders with skills in creativity management and agile project management, but also technical expertise. A general conclusion for managing innovation laboratories is that they need enough resources to have room for mistakes. The findings have implications for the management of existing innovation laboratories and those in the planning.

Place, publisher, year, edition, pages
2016. , 61 p.
TVE, 16065
Keyword [en]
innovation laboratory, management, componential model of creativity and innovation
National Category
Other Natural Sciences Economics and Business
URN: urn:nbn:se:uu:diva-300742OAI: oai:DiVA.org:uu-300742DiVA: diva2:952261
External cooperation
Educational program
Master Programme in Industrial Management and Innovation
Available from: 2016-08-17 Created: 2016-08-12 Last updated: 2016-08-17Bibliographically approved

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