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  • 1.
    Biedenbach, Galina
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Biedenbach, Thomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Hultén, Peter
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Tarnovskaya, Veronika
    Lund University, School of Economics and Management, Department of Business Administration.
    Internal brand citizenship in omni-channel retailing: Investigating the impact of self-service technologies2018Conference paper (Other academic)
    Abstract [en]

    The main purpose of this study is to investigate the impact of internal branding and self-service technologies on work meaningfulness and internal brand commitment in the context of omni-channel retailing. The findings confirm significant positive effects between the factors of internal brand citizenship.The study demonstrates significant effects of employees’ perceptions about self-service technologies and customers on work meaningfulness and internal brand commitment. The study advances the current state of knowledge on internal branding and retailing by investigating the effects of technological innovations on internal brand citizenship. The study contributes to managerial practice by providing practical recommendations on how companies can effectively use self-service technologies to enhance employees’ work meaningfulness and internal brand commitment, as well as to increase the value of the corporate brand and employer attractiveness.

  • 2.
    Biedenbach, Thomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Capabilities for frequent innovation: Managing the early project phases in the pharmaceutical R&D process2011Doctoral thesis, comprehensive summary (Other academic)
    Abstract [en]

    Despite their recognized significance for project success and innovation, the management of the early project phases is still an under-researched area in project management. For organizations to secure a continuous stream of innovation, the utilization of capabilities is crucial for managing the early phases of R&D projects.

    The purpose of this dissertation is to advance the understanding of the management of the early project phases in hypercompetitive environments. The thesis addresses the research question of how organizations manage the early project phases of R&D in hypercompetitive environments for frequent innovation by taking a dynamic capabilities perspective.

    The first conceptual study reviews the literature covering organizational change in hypercompetitive environments with a focus on projects as the vehicle to create the necessary flexibility. The study found that organizational aspects and capabilities have to go hand in hand as enabler and facilitator for a successful emergent change process.

    The second qualitative study investigates how organizations organize the early project phases of R&D in the pharmaceutical industry for an outcome of frequent innovation. The findings show that an optimization of combinative capabilities that balances dynamic, project and multi-project capabilities can be used as a powerful leverage to boost the outcome of frequent innovation.

    The third study investigates the philosophical stances and related methodologies used within the last 15 years of project management research at the example of IRNOP conferences. The findings show that ontological subjectivism and epistemological interpretivism are dominating. Moreover, case studies and qualitative methods were the most common methods, whereas mixed method studies were lacking despite their value for developing an increasingly complex research field.

    The final mixed method study explores how absorptive, innovative and adaptive capabilities within the early phases of pharmaceutical R&D affect project and portfolio performance. Based on the results of quantitative study, the set of capabilities has an overall effect on the set of performance outcomes and thus confirms the results of the qualitative study that a distinct capability mix is needed in the pharmaceutical R&D process.

    To conclude, the dissertation has comprehensively explored the management of the early project phases through four studies and by applying a multitude of methodologies.

  • 3.
    Biedenbach, Thomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Organizing the early project phases for frequent innovation in hypercompetitive industries2008Licentiate thesis, monograph (Other academic)
    Abstract [en]

    This licentiate thesis contributes to the understanding of the early project phases and dynamic capabilities as key elements for frequent product innovation in the hypercompetitive pharmaceutical industry.

    The main purpose of the licentiate thesis is to investigate how organizations organize the early project phases of R&D in hypercompetitive environments for frequent innovation by utilizing a dynamic capabilities perspective.

    The licentiate thesis consists of two papers which explore the main purpose. The first paper is a conceptual paper reviewing the relevant literature in the chosen context, but also to highlight the important factors to consider for organizational change in hypercompetitive industries. The second paper investigates R&D projects in the hypercompetitive pharmaceutical industry. The pre-project activities and early project phases at the core of interest for facilitating frequent innovation due to their dynamics.

    -----------------

    Abstract Paper #1

    Hypercompetitive, that is, dynamic and unpredictable environments require flexible, innovative and creative organizations, which can easily adapt quickly to the changing rules of the competitive arena. Organizations therefore continuously need to change. The management of organizational change in such a merciless environment is together key and restraint. This paper reviews literature covering organisational change in hypercompetitive environments with a focus on projects as the vehicle to create the necessary flexibility. The challenge is thus to combine the need for long term sustainability with continuous flexibility in terms of how organizational and technological change efforts are designed and carried out. Organizations are well advised to develop a high degree of dynamic capabilities, which are at the core of meeting the tensions of the capability and structural challenge. The authors suggest that organizational aspects and capabilities have to go hand in hand as enabler and at the same time facilitator for a successful emergent change process in hypercompetitive industries.

    Keywords: Hypercompetition, organizational change, organizational design, organizational structure, change capabilities

    --------------

    Abstract Paper #2

    To be successful in today’s hypercompetitive marketplace a continuous flow of innovation is crucial. The purpose of this paper is to investigate how organizations organize the early project phases of R&D in the pharmaceutical industry for an outcome of frequent innovation. The author applies the dynamic capabilities concept as a starting point to explore the capabilities needed to master the crucial activities of research and development (R&D) projects as pathfinder for frequent innovation. The study is designed as qualitative multiple case study employing a template analysis for data interpretation. The investigation of the early project phases is pursued along four themes: (1) the role of business intelligence, (2) facilitating actions and innovation triggers, (3) transition phase between drug discovery and drug development, (4) resource re-allocation in the R&D pipeline. The analysis identified a standardized projectification of the pre-project phases, which leads to certain conflicts. This study shows a severe tension between the conflicting and interrelated dynamic, project and multi-project capabilities that hampers the frequent outcome of innovation in the pharmaceutical R&D. For this reason an optimization of combinative capabilities that balance the capabilities triumvirate can be seen as powerful leverage to boost the outcome of frequent innovation.

    Keywords: Combinative capabilities, dynamic capabilities, project capabilities, multi-project capabilities, innovation, pharmaceutical R&D

  • 4.
    Biedenbach, Thomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    The paradigm as steering mechanism for new research endeavors2015In: Designs, methods and practices for research of project management / [ed] Beverly Pasian, Gower Publishing Ltd., 2015, p. 33-42Chapter in book (Refereed)
  • 5.
    Biedenbach, Thomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    The power of combinative capabilities: facilitating the outcome of frequent innovation in pharmaceutical R&D projects2011In: Project Management Journal, ISSN 8756-9728, E-ISSN 1938-9507, Vol. 42, no 2, p. 63-80Article in journal (Refereed)
    Abstract [en]

    The purpose of this article is to investigate how organizations organize the early phases of research and development (R&D) projects in the pharmaceutical industry to achieve frequent innovation. The investigation was designed as a qualitative multiple case study. The analysis identified a standardized projectification of the preproject phases, leading to certain conflicts, such as a severe tension between dynamic, project, and multiproject capabilities, which hamper frequent innovation. Optimizing combinative capabilities to balance the capabilities triumvirate can provide powerful leverage and boost frequent innovation.

  • 6.
    Biedenbach, Thomas
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Jacobsson, Mattias
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    The Open Secret of Values: The Roles of Values and Axiology in Project Research2016In: Project Management Journal, ISSN 8756-9728, E-ISSN 1938-9507, Vol. 47, no 3, p. 139-155Article in journal (Refereed)
    Abstract [en]

    The purpose of this article is to explore the roles and potential benefits of axiology and value theory in project research. This is done through (1) an exploration of the essentials of axiology and value theory; (2) a review focused on how values have been used in project research; and (3) a reflection based on the historical–logical development of—and paradigmatic influences on—projects and their management. It is concluded that project research would benefit from a more encompassing philosophical treatment of axiology beyond merely acknowledging values as a thematic concept or as part of a project management methodology.

  • 7.
    Biedenbach, Thomas
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Marell, Agneta
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Vanyushyn, Vladimir
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Industry-university collaboration and absorptive capacity: an empirical study in a Swedish context2018In: International Journal of Technology Management, ISSN 0267-5730, E-ISSN 1741-5276, Vol. 76, no 1-2, p. 81-103Article in journal (Refereed)
    Abstract [en]

    In this paper, we examine the role of firms' absorptive capacity in industry-university collaboration and, in particular, whether absorptive capacity moderates the effects of university collaboration on firms' innovativeness. Having defined absorptive capacity as the recognition, assimilation and application of valuable external knowledge for commercial purposes, we formulated three hypotheses pertaining to firm innovativeness and tested them in an original survey comprising a representative multi-industry sample of 1,532 Swedish firms. The results suggest that benefiting from university cooperation is conditional upon the firm's level of absorptive capacity. At low levels of absorptive capacity, engaging with universities does not translate into any noticeable increase in innovative output. In contrast, medium to high levels of absorptive capacity is where a firm benefit most from collaborating with a university. We also show that these effects are more pronounced for firms operating in sectors characterised by lower levels of technology and knowledge intensity.

  • 8.
    Biedenbach, Thomas
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Marell, Agneta
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Vanyushyn, Vladimir
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Industry-university collaboration and absorptive capacity: an empirical study in a Swedish context2018In: International Journal of Technology Management, ISSN 0267-5730, E-ISSN 1741-5276, Vol. 76, no 1/2, p. 81-103Article in journal (Refereed)
    Abstract [en]

    In this paper, we examine the role of firms’ absorptive capacity in industry-university collaboration and, in particular, whether absorptive capacity moderates the effects of university collaboration on firms’ innovativeness. Having defined absorptive capacity as the recognition, assimilation and application of valuable external knowledge for commercial purposes, we formulated three hypotheses pertaining to firm innovativeness and tested them in an original survey comprising a representative multi-industry sample of 1,532 Swedish firms. The results suggest that benefiting from university cooperation is conditional upon the firm’s level of absorptive capacity. At low levels of absorptive capacity, engaging with universities does not translate into any noticeable increase in innovative output. In contrast, medium to high levels of absorptive capacity is where a firm benefits most from collaborating with a university. We also show that these effects are more pronounced for firms operating in sectors characterised by lower levels of technology and knowledge intensity.

  • 9.
    Biedenbach, Thomas
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Müller, Ralf
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Absorptive, innovative and adaptive capabilities and their impact on project and project portfolio performance2012In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 30, no 5, p. 621-635Article in journal (Refereed)
    Abstract [en]

    This study explores how absorptive, innovative and adaptive capabilities within early project phases affect project and portfolio performances in pharmaceutical and biotechnology R&D organizations. A sequential qualitative–quantitative mixed method was used with 18 interviews and 80 responses to an online survey. The results show effects of absorptive, innovative and adaptive capabilities on short- and long-term project performance and portfolio performance. Absorptive and adaptive capabilities are the primary contributors to the performance outcome, whereas innovative capabilities are a minor contributor. Managerial and theoretical implications are discussed.

  • 10.
    Biedenbach, Thomas
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Müller, Ralf
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Absorptive, innovative and adaptive capabilities and their impact on project and project portfolio performance2011Conference paper (Refereed)
    Abstract [en]

    The purpose of this paper is to explore how absorptive, innovative and adaptive capabilities within the early project phases affect project and portfolio performance within the R&D of pharmaceutical and biotechnology organizations. The study follows a sequential mixed method with an initial qualitative study and a subsequent quantitative study. The results show that the set of absorptive, innovative and adaptive capabilities has an overall effect on the set of performance outcomes composed of short- and long-term project success and portfolio performance. This result confirms the findings of the qualitative study that a distinct capability mix is needed in the pharmaceutical R&D process. Within the set of capabilities, absorptive and adaptive capabilities are the primary contributors to the performance outcome, whereas innovative capabilities are a minor contributor.

  • 11.
    Biedenbach, Thomas
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Müller, Ralf
    BI Norwegian School of Management, Oslo, Norway.
    Paradigms in project management research: Examples from 15 years of IRNOP conferences2011In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 4, no 1, p. 82-104Article in journal (Refereed)
    Abstract [en]

    Purpose – The purpose of this paper is to investigate the philosophical stances and relatedmethodologies used within the last 15 years of project management research using The InternationalResearch Network on Organizing by Projects (IRNOP) conference papers.Design/methodology/approach – Utilizing a systematic sampling approach, IRNOP conferencepapers from 1994, 2000 and 2007 were analyzed for prevalent philosophical streams in projectmanagement research.Findings – Results show a dominance of ontological subjectivism and epistemologicalinterpretivism, with a preference for case studies and qualitative methods. Trends indicate agrowth of positivist studies and, at the same time, an increase in multi-case studies.Research limitations/implications – This paper’s contribution to knowledge lies in theidentification of predominant research paradigms for research reported at project managementconferences using IRNOP as an example. The study shows trends, preferences, and potential differencesbetween published research and conference papers.Originality/value – Information on the quality, quantity and timely trends of underlyingphilosophies in project management research are lacking an insightful exploration of the projectmanagement research field. This is necessary for a better understanding of the past, present andpossible future of research paradigms in project management. The paper’s findings can be used toimprove the interpretation of the state of knowledge in project management research.

  • 12.
    Biedenbach, Thomas
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Söderholm, Anders
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    The challenge of organizing change in hypercompetitive industries: a literature review2008In: Journal of Change Management, ISSN 1469-7017, E-ISSN 1479-1811, Vol. 8, no 2, p. 123-145Article in journal (Refereed)
    Abstract [en]

    Hypercompetitive, that is, dynamic and unpredictable environments require flexible, innovative and creative organizations, which can easily adapt quickly to the changing rules of the competitive arena. Organizations, therefore, continuously need to change. The management of organizational change in such a merciless environment is together key and restraint. This paper reviews literature covering organizational change in hypercompetitive environments with a focus on projects as the vehicle to create the necessary flexibility. The challenge is thus to combine the need for long-term sustainability with continuous flexibility in terms of how organizational and technological change efforts are designed and carried out. Organizations are well advised to develop a high degree of dynamic capabilities, which are the core of meeting the tensions of the capability and structural challenge. The authors suggest that organizational aspects and capabilities have to go hand in hand as enabler and at the same time facilitator for a successful emergent change process in hypercompetitive industries.

1 - 12 of 12
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