Aas, T.H., Hjemdahl, K.M. and Kjær, S.H. (in press), ‘Innovation practices in cultural organisations: Implications for innovation policy’, accepted for publication in International Journal of Tourism Policy.
What are the key practices implemented by cultural organisations when they develop new offers and processes?
What implications do the innovation practices in cultural organisations have for innovation policy?
P1: Managers of cultural organisations need to understand how to involve both internal staff (such as front-line, marketing, sales, technical staff) as well as external actors (such as customers) if they want incremental and liminal innovations to prosper
P2: Managers of cultural organisations need to give internal professionals autonomy if they would like radical new art innovations to prosper, but at the same time they also need to allocate marketing and technical resources to the innovation process.
P3: The implementation of first generation innovation policy instruments is unlikely to stimulate incremental and liminal innovation in cultural organisations.
P4: The launch of financial support to specific radical innovation projects in a way that does not reduce the autonomy of professionals, is likely to stimulate radical innovation in cultural organisations.
P5: The implementation of second generation innovation policy instruments is likely to stimulate incremental innovation in cultural organisations, but unlikely to stimulate radical innovation.
Hjemdahl, K.M. Aas T.H. and Kjær, S.H. (2015), ‘Increasing the innovativeness of tourism firms: The role of academic research’, in (eds.) Andriotis K. Proceedings of the international conference on tourism (ICOT2015): From Tourism Policy into Practice: Issues and Challenges in Engaging Policy Makers and End Users, s 154-166 . London 24-27 June 2015. ISSN 2241-9314/ISBN 978-618-81503-0-0
How can academic research contribute to and impact innovation processes in tourism?
Our findings suggest that academic research holds a marginal role in the innovation processes, but also that there is an emerging acknowledgement of relevant research and knowledge production.
There is an expressed will from the firms to participate in defining what is relevant in the academic educations and research.
Academic research may plan an important role in the firm’s innovations processes, presupposed the ability for academic research to cross and mix knowledge boarders and researchers positions.
Aas, T.H. (in press), ‘Open service innovation: The case of tourism firms in Scandinavia’, accepted for publication in Journal of Entrepreneurship, Management and Innovation.
What types of open innovation practice are utilised during the development of new tourism services?
P1: It is difficult for tourism firms to sell outflows of knowledge to external actors in pecuniary outbound open innovation processes.
P2: Tourism firms reveal knowledge to other tourism firms when the firms providing the knowledge and those receiving it will both benefit in the long run.
P3: When radical new tourism services are developed, pecuniary and non-pecuniary purposive inflows of knowledge are utilised more typically during the development stage than at the front end of the innovation process
P4: When new incremental tourism services are developed, non-pecuniary purposive inflows of knowledge are typically utilised at the front end of the innovation process.
Hjemdahl K. M and Frykman J. (2016). Innovation and Embodiment in a Small Town Hotel. In Frykman J. and Povrzanović Frykman M. (eds.), Sensitive Objects: Affects and Material Culture, s 215-235. Lund: Nordic Academic Press
What role does affects, materiality and the social environment in innovation activity?
Managing the hotel and successfully changing it into a profitable business is guided by affect in a combination of a non- or prelingual capacity to gather dormant potentials in the environment and a solid training within the trade.
Hjemdahl, K.M. and Aas, T.H. (2015), ‘Cluster dynamics and innovation practices in Norwegian tourism’, Paper presented at The 24th Nordic Symposium of Tourism and Hospitality, Reykjavik, Iceland, October 1-3.
How does participation in business clusters/networks contribute to innovation practices in tourism?
Clusters and networks played an indirect role during the innovation process where participants increased their level of knowledge and subsequently most likely their innovation capabilities and innovativeness.
Trengereid V., Høegh-Guldberg O., Eide D. and Hjemdahl K. M. (2016). Managing innovative networks: a study of seven cases. Paper at 25th Nordic Symposium on Tourism and Hospitality Research, Turku, Finland, 28th – 30th September
What is the nature and roles of management in the innovation network journeys?
Main contribution is to link management roles to phases in network development
Factors/aspects that are important to understand orchestration are: Orchestrator behaviour, who takes the leadership in a network, and how is involvement done?
Kjær, S.H. , Aas, T.H. and Hjemdahl, K.M. (2015), ‘Place brand management as the process of realizing a profitable destination’, in (eds.) Andriotis K. Proceedings of the international conference on tourism (ICOT2015): From Tourism Policy into Practice: Issues and Challenges in Engaging Policy Makers and End Users, s 427-439 . London 24-27 June 2015. ISSN 2241-9314/ISBN 978-618-81503-0-0
What is the crucial link between experiential marketing, approached in a digital destination campaign, and a collaborating cluster’s reflexive ways to realize a profitable destination?
An emotional-economical link between the social media campaign #LoveSouthernNorway and the cultural norms of a family holiday where children are allowed to become the main decision-makers in consumer-choices
In a brand-perspective, the ‘plentiful’ of activities could risk being too broad and unfocussed and hence loose that ‘cutting edge’ - or aesthetics - which a brand is supposed to have.
Aas, T.H., Breunig, K.J., Hydle, K.M. (in press), Exploring New Service Portfolio Management, accepted for publication in International Journal of Innovation Management
–What are the characteristics of service firms’ NSD portfolio management practices
–How are service firms’ portfolio management practices different from the portfolio management practices prescribed to manufacturing firms?
P1: If service firms exploit different sources of ideas and base their NSD portfolio decisions on strategic alignment criteria and value criteria they will obtain balanced NSD portfolios.
P2: The acceleration of NSD requires that NSD ideas, including those emerging from bricolage, are transformed to formal NSD projects early in the NSD portfolio management process.
P3: The NSD portfolio process need to be more flexible than NPD portfolio processes to accompany the high degree of heterogeneity in NSD projects.
P4: NSD portfolio decisions need to be taken in collaboration by a group of managers representing different functional areas.
P5: Service firms will most likely benefit from using portfolio management tools that take the characteristic effects of NSD into account and future research should assist in developing relevant tools.