• Convergence and interdisciplinarity in innovation management: a review, critique, and future directions

      Hacklin, Fredrik; Wallin, Martin (The Service Industries Journal, 2013)
      Knowledge integration in the interstices between different disciplinary fields is becoming a critical challenge to innovation management. As disciplines converge into new hybrid fields, such as information and communication technology or nano-biotechnology, it ultimately creates winners and losers, be they new firms that displace incumbents or individual scientists better positioned to reap rewards from new targeted grants. While received literature recognizes the importance of interdisciplinarity, little is known about its theoretical and conceptual antecedents. To meet this challenge, we first review and critique the literature on interdisciplinarity from a knowledge-based perspective, and, second, identify challenges for innovation management and formulate implications for further research. In particular, we outline how individual and team-level heterogeneity should be addressed. By adopting such a micro-level perspective, innovation management can embrace heterogeneity and effectively unlock the true value of interdisciplinary knowledge.
    • The limits of industry-centered strategic thinking in an era of convergence

      Hacklin, Fredrik; Battistini, Boris; Wallin, Martin (Strategies, 2013)
    • Strategies for business model innovation: How firms reel in migrating value

      Hacklin, Fredrik; Björkdahl, Joakim; Wallin, Martin (Long Range Planning, 2018)
      This paper brings together firm-level research on business models and industry-level research on value migration to examine patterns of business model innovation. We draw on qualitative data from 14 cases and 68 interviews in the computer and telecommunications industries to demonstrate how business model innovation is sensitive to industry-wide forces of value migration. Based on our analysis we conclude that when value is rapidly migrating across industries and between firms, proactively substituting key elements of the primary business model provides a better fit with the new value landscape than launching secondary business models in parallel. We suggest four underlying mechanisms that link business model innovation, value migration and subsequent outcomes. Unpacking business model innovation allows us to discuss contingencies for the main business model strategies, specifically in terms of limitations to—and opportunities of—changing the primary business model and the practice of parallel business models