Forskningsartikler

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.

RQ: 

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?

Propositions:

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. 

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.

RQ:

What types of open innovation practice are utilised during the development of new tourism services?

Propositions:

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 

Link:

RQ:

What role does affects, materiality and the social environment in innovation activity?

Key findings:

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.

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

RQ:

What is the nature and roles of management in the innovation network journeys? 

Key findings:

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

RQ:

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?

Key findings:

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.