Liisa Välikangas
Hanken School of Economics
97Publications
13H-index
1,292Citations
Publications 97
Newest
Published on Mar 1, 2018in Management and Organization Review 1.46
Liisa Välikangas13
Estimated H-index: 13
Source Cite
Published on Sep 1, 2018in Management and Organization Review 1.46
Liisa Välikangas13
Estimated H-index: 13
Source Cite
Published on Jan 1, 2018in Journal of Asian Scientific Research
Georges Romme20
Estimated H-index: 20
,
Christopher Ansell + 12 AuthorsAlbert Meijer
Human-driven changes on this planet have been giving rise to global warming, social instability, civil wars, and acts of terrorism. The existing system of global governance is not equipped to effectively address these enormous challenges. It is slow where one must move quickly, favors bureaucracy and politics over authentic deliberations and effective interventions, and caters to power-brokers and mega-corporations. The world therefore needs a model of global governance that serves to make and i...
Arie Y. Lewin37
Estimated H-index: 37
(Duke University),
Liisa Välikangas13
Estimated H-index: 13
(Hanken School of Economics),
Jin Chen2
Estimated H-index: 2
(Tsinghua University)
Open innovation has become a dominant innovation paradigm. However, the actual adoption of open innovation organizational designs and practices remains elusive, and ongoing examples of large companies practicing open innovation in mature industries or beyond R&D activities are rare. Despite the continuing interest in open innovation and the surging research on the topic, not much is documented about how, in particular, large companies interpret and implement open innovation or develop and sustai...
3 Citations Source Cite
Published on Mar 1, 2016in Management and Organization Review 1.46
Liisa Välikangas13
Estimated H-index: 13
(Hanken School of Economics)
Published on Mar 21, 2016in Strategy & Leadership
Liisa Välikangas13
Estimated H-index: 13
(Hanken School of Economics),
Michael Gibbert19
Estimated H-index: 19
(University of Lugano)
Purpose – Conventional strategy is being challenged by industry shifts and by potentially disruptive strategic innovations that organizations that do not fit established ways of doing things- “outlier organizations”have discovered. Design/methodology/approach – A study of outliers, and their perspectives at the frontiers of not-yet-formed or to-be-challenged industries, can provide valuable lessons for strategists. Findings – In seeking out lessons from outliers, strategy needs to be reframed fr...
Source Cite
Published on Mar 1, 2015in Management and Organization Review 1.46
Liisa Välikangas13
Estimated H-index: 13
(Hanken School of Economics)
Source Cite
Published on Nov 1, 2014in California Management Review 3.30
Sirkka L. Jarvenpaa51
Estimated H-index: 51
(University of Texas at Austin),
Liisa Välikangas13
Estimated H-index: 13
(Hanken School of Economics)
Innovating in networks with partners that have diverse knowledge is challenging. The challenges stem from the fact that the commonly used knowledge protection mechanisms often are neither available nor suitable in early stage exploratory collaborations. This article focuses on how company participants in heterogeneous industry networks share private knowledge while protecting firm-specific appropriation. We go beyond the prevailing strategic choice perspectives to discuss interactive revealing p...
6 Citations Source Cite
Published on Mar 1, 2014in Journal of Product Innovation Management 4.30
Michael Gibbert19
Estimated H-index: 19
,
Martin Hoegl34
Estimated H-index: 34
,
Liisa Välikangas13
Estimated H-index: 13
This is an introduction to the JPIM special issue on the link between resource constraints and innovation. Before introducing the papers, we briefly review two perspectives on the role of resources in innovation management. The first, mainstream argument views adequate or even slack (rather than constrained) resources as an enabler of innovation. The second argument, currently frequented in the bottom-of-the-pyramid literature but originating much earlier, suggests that resource constraints prov...
17 Citations Source Cite
12345678910