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  • 1.
    Ben Amor, Mehdi
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences. Laboratory of ECSTRA, Economic Department, HEC of Carthage, Carthage University, Carthage, Tunisia.
    Lindahl, Mattias
    Linköping University, Department of Management and Engineering, Environmental Technology and Management. Linköping University, Faculty of Science & Engineering.
    Frankelius, Per
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Hafedh, Ben Abdennebi
    Laboratory of ECSTRA, Economic Department, HEC of Carthage, Carthage University, Carthage, Tunisia.
    Revisiting Industrial Organization: Product Service Systems Insight2018In: Journal of Cleaner Production, ISSN 0959-6526, E-ISSN 1879-1786, Vol. 96, p. 1459-1477Article, review/survey (Refereed)
    Abstract [en]

    This literature review puts forward a comparison between the traditional seller, usually represented by classic Industrial Organization (IO) models, and system providers, which are illustrated by Product Service System (PSS) models. A multidisciplinary systematic literature review, that compares PSS and IO models, is conducted, and ends up in to define PSS as a technology. It highlights the differences and similarities between classic IO and classic PSS and evaluate the weakness and strengths of different models. In total, 148 articles from different disciplines have been investigated, and a different understanding of PSS is provided. A new IO framework, that considers classic sellers and PSSs providers, is established to preserve PSS specificities and stress the role of policy maker and competition for PSSs expansion.

  • 2.
    Bienkowska, Dzamila
    et al.
    Linköping University, HELIX Vinn Excellence Centre. Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, Faculty of Science & Engineering.
    Norrman, Charlotte
    Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, Faculty of Science & Engineering.
    Frankelius, Per
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Adaptation of the CDIO-framework in Management Courses for Engineering Students - a Micro-level Approach2016In: Proceedings of the 12th International CDIO Conference, Turku, Finland, June 12-16 2016 / [ed] Jerker Björkqvist, Kristina Edström, Ronald J. Hugo, Juha Kontio, Janne Roslöf, Rick Sellens & Seppo Virtanen, 2016, p. 366-375Conference paper (Refereed)
    Abstract [en]

    The CDIO-Framework is developed in order to enable engineering students to engineer (Crawley et al 2014) and is relatively straightforward when applied on courses and projects that have a high degree of practical, hands-on engineering elements, such as e.g. developing software or a physical product/prototype. However, in many engineering programs a large part of the courses concern managerial aspects such as project management, leadership, marketing, innovation and entrepreneurship, especially in later years of a program. We are well aware of the fact that the CDIO-framework is developed to work on program-level, however, applied on management courses, commonly only the Conceive and Design can be obtained. Furthermore, these courses are not always structured in such a way that they immediately builds on each other. This dilemma has caused us to adapt CDIO to circumstances of the courses that we give and to reflect upon how more of the CDIO spirit can be transferred to our own modules and activities on course level. The aim of this paper is therefore to develop ways for application on a micro-level where the CDIO spirit can be implemented in management courses at engineering programs. In the paper we give three different practical cases where the CDIO-framework have been applied. The cases show that CDIO works both on micro-level, e.g. in two hour exercises and within the frame of individual courses. For management courses, and especially courses in entrepreneurship and marketing, the framework need to apply a more extrovert focus, i.e. on verification of customer needs and benefits, rather than on technological solutions. 

  • 3.
    Frankelius, Per
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Aktiviteter och delresultat i projektet Grönovation Steg I2014Report (Other academic)
    Abstract [sv]

    Den här rapporten ger en översikt över vad som gjorts och uppnåtts i projektet Grönovation under 2013 och fram till mars 2014.

    Rapporten innehåller ingen bakgrundsbeskrivning om projektet Grönovation.

    Det finns i andra dokument och kommer bli en del av kommande publikationer. Fokus här är att beskriva vilka aktiviteter som genomförts. Målet var att sammanfatta varje aktivitet snarare än att ge ”en hel uppsats” om varje. Vi kommer hänvisa till fördjupad dokumentation i de fall sådan är framtagen eller är på väg att tas fram. De olika aktiviteterna är presenterade i kronologisk ordning. Men i praktiken är flera av dem processer som löper över tiden. Några aktiviteter är fallstudier. Andra är påbörjade ”skarpa projekt”. Ytterligare några är av annan karaktär (t.ex. litteraturbaserade historiska studier). Vissa av fallstudierna speglar innovationer (eller tänkta innovationer). Andra speglar arenor som syftar till (eller de facto bidrar till) stimulans av innovativa processer. Den exakta kategoriseringen av aktiviteterna får göras senare i processen.

    Vi vill understryka att rapporten bara är delresultat. Analyser, fördjupade studier och mycket annat ligger framför oss. Men rapporten ger ändå en översikt och något att bygga vidare på. Vi är också medvetna om att rapporten kräver att läsaden är initierade i olika specialområden. Alla vet kanske inte vad en ”TopDown” är eller GPS switch är. I kommande publikationer med förmodat bredare läsekrets ska facktermer förklaras mer än vad vi gjort i detta utkast.

  • 4.
    Frankelius, Per
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Back to the root causes of war: food shortages2019In: The Lancet, ISSN 0140-6736, E-ISSN 1474-547X, Vol. 393, no 10175, p. 981-982Article in journal (Other academic)
    Abstract [en]

    n/a

  • 5.
    Frankelius, Per
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Brilliant combinations of art and nature: Learning points from the world of opera and classical Music2013In: The value of arts and culture for regional development: a Scandinavian perspective / [ed] Lars Lindkvist and Lisbeth Lindeborg, London: Routledge, 2013, 1, p. 232-251Chapter in book (Other academic)
  • 6.
    Frankelius, Per
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Harv för harvning av en ridbana, och arrangemang för sådan harv2012Patent (Other (popular science, discussion, etc.))
  • 7.
    Frankelius, Per
    Linköping University, Department of Management and Engineering, Business Administration.
    Harv för harvning av en ridbana, och arrangemang för sådan harv2010Patent (Other (popular science, discussion, etc.))
  • 8.
    Frankelius, Per
    Linköping University, Department of Management and Engineering, Business Administration.
    Harv för harvning av en ridbana, och arrangemang för sådan harv2010Patent (Other (popular science, discussion, etc.))
  • 9.
    Frankelius, Per
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Innovation in the Arts: Lessons from the Creation of Dalhalla2017In: International Journal of Music Business Research, ISSN 2227-5789, Vol. 6, no 2, p. 6-40Article in journal (Refereed)
    Abstract [en]

    Innovation is crucial for progress in many parts of society including the arts. A lot of innovation theories have also emerged in the literature, however most of them focus on business firms and technology. Moreover, the term, innovation, is not always defined. This article attempts to deepen the understanding of innovation, both at a general and specific level, although its focus is arenas for classical music. Three research questions were formulated: 1) What was the original meaning of the innovation concept? 2) What shape can innovation have in the area of opera and classical music arenas? 3) Which barriers as well as stimulating factors affect innovation processes in the context of novel arena creations?

     

    The theoretical basis is a selected spectrum of innovation theories derived from an analysis of the international innovation literature. The first perspective is the diffusion theory, originated by Gabriel Tarde and followed up by Hirsh Zvi Griliches, Bryce Ryan, Neal Gross and Everett Rogers. The second perspective, termed the Great-Man theory, is represented by Friedrich Nietzsche, Donald A. Schon, Robert A. Burgelman and Diana L. Day.The third perspective is called collective determinism, and put forward by sociologists such as William F. Ogburn and Seabury Colum Gilfillan. The fourth perspective is represented by Joseph Schumpeter. Focus here is innovation in economic development. The fifth perspective is about innovation processes and formulated by authors such as Kenneth Arrow, Arnold Cooper, Gordon Foxall, Andrew van de Ven, Robert G. Cooper, Steven C. Wheelwright and Kim B. Clark. The sixth perspective consists of evolutionary theories and is represented by not least Richard Nelson and Sidney Winter. The final perspective is the open innovation and key players here are Eric von Hippel, Henry Chesbrough, and Clayton M. Christensen.

     

    Besides these innovation perspectives an etymological study of innovation is included, and this theoretical platform – the theories and the etymology – is then encountered with a case study on how Margareta Dellefors created Dalhalla in Sweden, an opera and classical music arena. Because of the combination of nature and art, Dalhalla gained world fame. The case study opens Schumpeter's black box "creative destruction" and it deepens the understanding of barriers and stimulating factors. The analysis ends up in a definition of innovation and a new model of innovation, called the innovation cube. This model positions phenomena that are “candidates of innovations” by means of the three dimensions originality, impact and time. 

  • 10.
    Frankelius, Per
    Örebro University, Sweden.
    Innovation processes: experience drawn from the creation of Dalhalla2011In: Art Entrepreneurship / [ed] Ivo Zander and Mikael Scherdin, Cheltenham, UK: Edward Elgar Publishing, 2011, 1, p. 98-141Chapter in book (Other academic)
  • 11.
    Frankelius, Per
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Innovationen som tog skruv2015In: Läkartidningen, ISSN 0023-7205, E-ISSN 1652-7518, Vol. 112, no 20–21, p. 985-987Article in journal (Other academic)
    Abstract [sv]

    Läkaren och professorn emeritus Per-Ingvar Brånemark avled 20 december 2014. Han etablerade området osseointegration, strukturell förbindelse mellan levande ben och ytan av ett artificiellt material, som i dag utnyttjas för allt från höftleder och fästelement för silikonproteser till hörapparater. 2011 fick Brånemark priset European Inventor Award i kategorin Lifetime achievement av det europeiska patentverket. Men processen från uppfinning till berömmelse var tidvis turbulent – både i medicinskt och ekonomiskt perspektiv.

  • 12.
    Frankelius, Per
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Innovationsbegreppet och innovationsindikatorer: En analys med tonvikt på statistikens validitet. En rapport skriven på uppdrag av Statistiska Centralbyrån, SCB2015Report (Other academic)
    Abstract [sv]

    Innovationsperspektivet är ett av flera perspektiv på utveckling. Man ska ha i minnet att perspektivet inte är självklart. Snarare konkurrerar det med en rad andra och vanliga perspektiv på samhällets utveckling. Det är emellertid angeläget att såväl den svenska statsmakten – inte minst näringsdepartementet – som myndigheter och andra policy- eller strukturpåverkande aktörer fortsätter att analysera samhälleliga utvecklingsfrågor i ett innovationsperspektiv. Exempelvis visar statistiken att innovationsorientering i företag korrelerar med exportframgångar. Företags liksom samhällets utmaningar kan inte mötas bara genom förbättringar av existerande produkter, processer eller metoder. Inte heller räcker det att tänka i termer av fördelning av resurser, om syftet är att utveckla ett starkt och hållbart samhälle.

    Statistiken om innovation i form av Community Innovation Survey (CIS), som bygger på EU-gemensamma riktlinjer, har utvecklats under de senaste årtiondena och på flera punkter har framsteg skett. Det gäller t.ex. att man idag har en vidare syn på vad som kan vara föremål för innovation (t.ex. organisatoriska och marknadsföringsrelaterade innovationer) och att man explicit mäter insteg i bemärkelsen frågan om företaget har implementerat något nytt i praktiken eller lanserat nya varor och tjänster på marknaden.

    Men det finns fortfarande brister i statistiken som påverkar dess validitet. Det mest allvarliga är låga originalitetskrav. Det är exempelvis inget krav på att ett företag själv ska ha åstadkommit exempelvis en ny innovativ produkt för att företaget ska definieras som innovativt. Utifrån en historisk studie av begreppet innovation förefaller detta tveksamt. En annan nackdel med statistiken är att man idag inte i så hög grad belyser marknadsföringens roll som ett medel för att möjliggöra eller stimulera insteg av nyheter på marknader. Visserligen finns en ja-eller-nej-fråga i enkäten gällande om företagen bedrivit någon ”marknadsintroduktion av innovationer” men det går inte att utläsa särskilt mycket ur svaren på en sådan generell fråga. Marknadsföring betraktas snarare främst som en form av innovation, och om det ställs frågor. Men marknadsföring – även icke innovativ sådan – är sannolikt instrumentell för att stimulera insteg av innovativa nyheter.

    Då nuvarande innovationsstatistik som sagt är framtagen kollektivt iEuropa (främst EU) är det inte lätt att från svenskt håll påverka  statistiken. Men med tanke på den djupa kunskap om innovation och innovationsbegreppet som finns i Sverige (genom inte minst SCB) finns hopp om att Sverige i viss mån kan påverka EU och andra för att på sikt förbättra statistiken.

    Även om behov finns att förändra statistiken finns samtidigt behov av att jämföra statistik mellan olika år. Innan man gör förändringar bör man därför tänka efter två gånger. En medelväg är att tydligare särskilja olika komponenter i statistiken som tas fram enligt den befintliga metoden. Den uppdelning som Hans-Olof Hagén vid SCB gjort i förnyare,  marknadsutvecklare, vardagsutvecklare och icke innovativa företag är härvid välkommen.

    För att komma vidare i analysen av innovationer och innovativa processer föreslås i denna rapport en modell bestående av tre dimensioner; originalitet, instegsgrad och tid. Idén är att fenomen som är föremål för analys från ett innovationsperspektiv med fördel bör analyseras utifrån alla dessa tre dimensioner. Men mer forskning behövs för att exempelvis problematisera ”implementering” och ”insteg”.

  • 13.
    Frankelius, Per
    Örebro universitet.
    Konsten att väva samman kultur, natur och ekonomi2010In: Kulturens kraft för regional utveckling / [ed] Lisbeth Lindeborg and Lars Lindkvist, Stockholm: SNS förlag, 2010, 1, p. 300-328Chapter in book (Other academic)
  • 14.
    Frankelius, Per
    Örebro University, Swedish Business School and Dahmén Institute, Örebro, Sweden.
    Questioning two myths in innovation literature2009In: Journal of High Technology Management Research, ISSN 1047-8310, E-ISSN 1879-1638, Vol. 20, no 1, p. 40-51Article in journal (Refereed)
    Abstract [en]

    Which knowledge is most important in the completion of innovative processes? In which contexts does such knowledge develop? The combination of an in-depth case study, theory and reasoning formed the platform from which conclusions could be drawn. One conclusion is that the strategic knowledge necessary for innovation not only concerns technology. It is rather about business intelligence, funding, marketing and other non-technical areas. Moreover, the production and development of frontline knowledge and research is not the sole province of universities. In many areas, companies are far ahead of universities. Both conclusions differ from the assumptions in mainstream innovation literature.

  • 15.
    Frankelius, Per
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Satelliter och flyg lyfter jordbruket till nya höjder2013In: Flyg idag: Flygets Årsbok 2013 / [ed] Michael Sanz, Thorsten Fridlizius, Stockholm: Flygboken.se , 2013, 1, p. 94-103Chapter in book (Other academic)
    Abstract [sv]

    Inför vårbruket 2013 lanserade Väderstad-Verken såmaskiner som kommer ihåg var varje bill sått och som stänger av sektion för sektion allteftersom de kör in över en kil av redan sådd gröda. Precisionen är på centimeternivå. I september visades ännu en nyhet: ett system baserat på iPad i patentsökt robust hållare med anpassade kontrollknappar, berättar Crister Stark. Jordbrukssektorn är mitt inne i en högteknologisk revolution som har flera kopplingar till både rymd- och flygteknologi. 

    Den ekologiska lantbrukarens dröm, redskap som automatiskt luckrar exakt mellan två plantor, är redan verklighet. I dag kan man också placera gödning precis och bara där det behövs. Obemannade flygplan och helikoptrar övervakar, och gör insatser på, varje liten del av åkern. Här följer några huvuddrag i precisionsjordbrukets utveckling.

  • 16.
    Frankelius, Per
    Örebro University, Sweden.
    Searching for innovation excellence2010In: InnovationManagement, no 29 JanuaryArticle in journal (Other academic)
    Abstract [en]

    We all seem to want more innovation these days. But do we really know what we are searching for? Do we understand the true meaning of innovation? Or are we stuck in a paradigm that doesn’t fit the original meaning of the term?

  • 17.
    Frankelius, Per
    Örebro University, Sweden.
    The cave model of innovation2009In: InnovationManagement, Vol. 1, no 29 NovemberArticle in journal (Other academic)
    Abstract [en]

    It is time to rethink the main drivers of innovation. The key activities for successful innovation are not just company research and participating in innovation systems. One activity that is just as important is skilful information search directed towards opportunities in the world outside the organizaton or innovation system. To understand this line of thinking, we introduce the cave model of innovation.

  • 18.
    Frankelius, Per
    Handelshögskolan, Örebro universitet.
    Örebroregionen igår och idag: idé och debatt2010 (ed. 1)Book (Other academic)
  • 19.
    Frankelius, Per
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Guyader, Hugo
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Ottosson, Mikael
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Aichagui, Victor
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Witell, Lars
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Green Service Innovation: The role of resource integration and service provision2014In: Proceedings of the 2014 AMA SERVSIG International Service Research Conference: Services Marketing in the New Economic and Social Landscape / [ed] Tsiotsou R.H. & Hajidimitriou Y., 2014, Vol. "Building Sustainability in Services", article id 208Conference paper (Other academic)
    Abstract [en]

    Purpose: The importance of green services is increasing. The purpose of the research project is to develop a better understanding of the concept “green services” and its relationship to “service innovation”. The research questions are: What factors can define the green services concept? What are the distinctive characteristics of different types of green services?

    Methodology: A multiple case study approach is used. The cases represent companies having introduced green service innovations. Based on interviews with the innovators and customers different categories of green services are indentified and described. The empirical findings are then analyzed in the light of a literature review.

    Findings: By combining empirical observations and theory the authors develop a framework for green service innovations. This framework describes how innovation can be attained through emphasizing changes in resource integration (reuse waste, reduce impact on nature and improve nature) and service provision (direct service or indirect service). In this frame six categories of green services are defined: redistribution of resources, changing customer behavior, improving conditions for nature, upcycling, replacement of technology and products to improve nature.

    Originality/value: The majority of existing research on green service has had focus on the service companies and the change of technology in providing services. The authors here rather emphasize the customer roles, and stresses that these roles need to change to fulfill green service innovation. Moreover, the perspective here is that green services have the ability to not only mitigate negative impact on the environment but also increase the quality of nature. The term “greenovation” is proposed to emphase this.

  • 20.
    Frankelius, Per
    et al.
    Örebro University, Sweden.
    Krause, Kirsten
    inno Scandinavia AB.
    Emergence of the Clean Technologies Sector in Sweden2011In: Emergence of the Clean Technologies Sector in the Baltic Sea Region / [ed] Kaija Valdmaa and Tarmo Kalvet, Tallinn: Tallinn University of Technology , 2011, 1, p. 45-157Chapter in book (Other academic)
  • 21.
    Frankelius, Per
    et al.
    Örebro universitet.
    Mats, Utbult
    Arbetslivsjournalisterna, Stockholm.
    Den innovativa kommunen: lärdomar från åtta kommuner och relevant forskning2009 (ed. 1)Book (Other academic)
  • 22.
    Frankelius, Per
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Norrman, Charlotte
    Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, The Institute of Technology.
    Uppfinningars betydelse för Sverige: hur kan den svenska innovationskraften utvecklas och tas tillvara bättre?2013Report (Other academic)
    Abstract [sv]

    Den här rapporten handlar om frågor som är komplexa och svåra. Vare sig vi eller någon annan kan göra den ultimata analysen eller få fram de ultimata lösningarna. Därför ska den här rapporten betraktas främst som ett bidrag till en diskussion som i sin tur kan leda oss mot bästa möjliga analys och handlingsförslag. Vi välkomnar alltså dig, ärade läsare, att delta i den dialogen.

  • 23.
    Frankelius, Per
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Norrman, Charlotte
    Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, Faculty of Science & Engineering.
    Johansen, Knut
    Scientific Engineering QED, Linköping, Sweden.
    Agricultural Innovation and the Role of Institutions: Lessons from the Game of Drones2017In: Journal of Agricultural and Environmental Ethics, ISSN 1187-7863, E-ISSN 1573-322X, p. 1-27Article in journal (Refereed)
    Abstract [en]

    In 2015, observers argued that the fourth agricultural revolution had been initiated. This article focuses on one part of this high-tech revolution: the origin, development, applications, and user value of unmanned aerial systems (UAS). Institutional changes connected to the UAS innovation are analyzed, based on a Swedish case study. The methods included autoethnography. The theoretical frame was composed by four perspectives: innovation, institutions, sustainability, and ethics. UAS can help farmers cut costs and produce higher quantity with better quality, and also has environmental benefits. However, this promising innovation was exposed to institutional forces and suddenly became subordinated the Act of Camera Surveillance. This study illuminates how legislative institutions can inhibit responsible innovation. The study shows that different ethical perspectives can collide with each other.

  • 24.
    Frankelius, Per
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Norrman, Charlotte
    Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, Faculty of Science & Engineering.
    Parment, Anders
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Marknadsföring: vetenskap och praktik2015 (ed. 1)Book (Other academic)
    Abstract [sv]

    Marknadsföring har alltid spelat en stor roll i samhället. Men spelplanen har förändrats och i dag har marknadsföring fått en delvis ny innebörd. Det har tillkommit nya dimensioner, såsom ekologisk och social hållbarhet, som företag måste förhålla sig till. Den här boken innehåller inte bara grund­stenarna i ämnet, utan även nya teorier och handfasta verktyg. Resonemangen förklaras och fördjupas genomgående med exempel och praktikfall. Boken genomsyras av kritisk analys. Författarna poängterar att marknadsföring framför allt handlar om att fördjupa förståelsen för kunder, användare och annat som påverkar marknaden. Vilket problem har kunden egentligen, det vill säga vilken nytta borde företaget skapa? Hur ser konkurrenternas lösningar ut? Vilka faktorer påverkar kundens preferenser och köpkraft? Genom att svara på sådana frågor kan man framgångsrikt välja väg för hur produktkonceptet bör designas och hur företaget ska kommunicera och interagera med sin omvärld.

  • 25.
    Frankelius, Per
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Sjaunja, Eva-Lotta Paivio
    Sveriges Lantbruksuniv, Sweden.
    Isacson, Maths
    Uppsala Univ, Sweden.
    And the tractor was introduced in Swedish agriculture2018In: Historisk Tidskrift (S), ISSN 0345-469X, Vol. 138, no 2, p. 327-333Article, book review (Refereed)
    Abstract [sv]

    Svensk titel: Så introducerades traktorn i det svenska lantbruket

  • 26.
    Guyader, Hugo
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Mikael, Ottosson
    Linköping University, Department of Management and Engineering, Business Administration.
    Frankelius, Per
    Linköping University, Department of Management and Engineering, Business Administration.
    Witell, Lars
    Karlstad University.
    A Typology for Green Service: Resource Integration and Actors Involvement.2017In: Proceedings of the QUIS15 International Research Symposium on Service Excellence in Management, 12-15 June 2017, University of Porto, Portugal., 2017, p. 47-56Conference paper (Refereed)
    Abstract [en]

    This paper presents a typology for green service. It is based on two dimensions: a resource integration dimension to differentiate between different efforts aiming to reduce, reuse, redistribute, recycle or renew resources (for instance natural or operant resources); and a dimension representing whether other ecosystem actors are actively or passively involvement in the green service. The ten types of green service provide an analytical tool for service marketing managers and scholars discussing how to improve or develop green service.

  • 27.
    Guyader, Hugo
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Ottosson, Mikael
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Frankelius, Per
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Witell, Lars
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences. Karlstads Universitet, Karlstad, Sweden.
    Identifying the resource integration processes of green service2019In: Journal of Service Management, ISSN 1757-5818, E-ISSN 1757-5826Article in journal (Refereed)
    Abstract [en]

    Purpose

    The purpose of this paper is to improve the understanding of green service. In particular, the focus is on identifying homopathic and heteropathic resource integration processes that preserve or increase the resourceness of the natural ecosystem.

    Design/methodology/approach

    Through an extensive multiple case study involving ten service providers from diverse sectors based on a substantial number of interviews, detailed accounts of green service are provided.

    Findings

    Six resource integration processes were identified: reducing, recirculating, recycling, redistributing, reframing and renewing. While four of these processes are based on homopathic resource integration, both reframing and renewing are based on heteropathic resource integration. While homopathic processes historically constitute a green service by mitigating the impact of consumption on the environment, heteropathic resource integration increases the resourceness of the natural ecosystem through emergent processes and the (re)creation of natural resources.

    Research limitations/implications

    The present study breaks away from the paradigm that “green service” is about reducing the negative environmental impact of existing services, toward providing a green service that expands biological diversity and other natural resources.

    Originality/value

    Transformative service research on environmental sustainability is still in its infancy. The present study contributes through conceptualizing green service, redefining existing resource integration processes (reducing, recirculating, recycling) and identifying new resource integration processes (redistributing, reframing, renewing).

  • 28.
    Norrman, Charlotte
    et al.
    Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, The Institute of Technology.
    Bienkowska, Dzamila
    Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, The Institute of Technology. Linköping University, HELIX Vinn Excellence Centre.
    Moberg, Magnus
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, The Institute of Technology.
    Frankelius, Per
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Innovative methods for entrepreneurship and leadership teaching in CDIO-based engineering education2014In: Proceedings of the 10th International CDIO Conference, Barcelona: Universitat Politècnica de Catalunya , 2014Conference paper (Refereed)
    Abstract [en]

    This paper focuses on mixed methods for teaching and learning; with special emphasis on individualized learning and engagement of students for reaching better results and relevance in CDIO (Conceiving, Designing, Implementing and Operating)-based engineering education. Four types of learning activities are discussed in the paper; “flipped classroom”, “experiential learning exercises”, “sharp live cases” and “theory-based practical exercises”. The empirical material consists of the authors’ own teaching experience. Based on a literature review and our own experience, we propose a model of components crucial to take into account when learning activities are designed and practiced. These components are stakeholders, pedagogics, technology and context.

  • 29.
    Ottosson, Mikael
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Frankelius, Per
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Är begreppet hållbar marknadsföring hållbart?2013In: Paper till FEKIS-konferensen ”Företagsekonomi för en hållbar värld”, Ekonomihögskolan, Lunds universitet, 23–24 oktober 2013. Session: ”Hållbar marknadsföring och konsumtion”, 2013, p. 1-6Conference paper (Other academic)
  • 30.
    Svensson, Ulf
    et al.
    Norrköping, Sweden.
    Frankelius, Per
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Svenssons svindlande affärer: Snilleblixten som räddade Kolmården2017 (ed. 1)Book (Other (popular science, discussion, etc.))
    Abstract [en]

    In the summer of 1961, Ulf Svensson organised a scout camp in Kolmården. One night he was sitting and philosophising with the local priest, Moje Palmgren, about how this community could survive. Kolmården then had 2,622 inhabitants and was a municipality in decline. Every year 50 to 80 people, most of them youths, moved out. Small companies faced big problems. At the same time, the municipality needed new investments in, for example, water and sewage, roads and street lamps. The largest employer was a marble quarry, but everybody recognised that its future was uncertain. These two men decided, the same night, that something had to be done immediately. The next day, they invited the municipal council’s chairman, Erik Andersson, to a meeting. Already at this time, rumours about the active scout leader had reached the municipal executive board. During the meeting a variety of ideas were voiced about how to save the municipality. The pair argued that it was essential for the municipality to hire somebody who could cope with the issue. After getting advice from the executive council and waiting a few months, Erik Andersson telephoned to Ulf Svensson and asked whether he himself might be interested in the assignment. As a result, he was employed as Sweden’s first municipal consultant. His task was to hinder the depopulation and rescue the community. Most people presumably regarded his post as a public-relations job. Indeed, at first he had much to do with fairs and brochures. He also arranged for some new small firms to move into the municipality. But his truly terrific and unexpected idea was presented on 18 May 1962: a recreation area with a zoological park – and no cages. The idea was launched with careful preparation, for among other things he had analysed the terrain together with an architect (see figure 1). His plan was to bring in external entrepreneurs to build and run the zoo, financed by visitors’ fees. The little group on the municipal board was more than hopeful, and it gave free rein to Ulf Svensson. On 7 June 1962 the decision was taken to build a cageless zoo in Kolmården. If succeeded that should become an innovation in the zoo industry, because all zoo's in that time (for example the London Zoo) had cages for their animals. During the critical first phase, two important individuals were the current county governor, Per Eckerberg, and Gunnar E. Sträng who was then the Minister of Finance. When Svensson initially described the proposal of a zoo, Sträng told him: “Ulf, you are ten years ahead of your time. Besides, you’ll never find the money to carry out this huge project.” Svensson later remarked: “It was really something that spurred me on. The idea was right! The money was a major problem. But problems are only solutions in disguise!” Sträng had a clear picture of how financing ought to be done. He believed that private and public capital must always collaborate in order to progress in society. Three years of hard work went by, devoted mainly to ingenious marketing of the idea for different actors. The first spade was sunk in the summer of 1964. There were numerous problems surrounding the innovative process. The zoo’s physical facilities, and not least its acquisition of wild animals, were obviously difficult matters to worry over. But financing was the chief obstacle – it would cost 100 million crowns to build the zoo area alone. By means of clever discussions and negotiations, Svensson managed to get companies of diverse kinds to participate. It was very tough going, though. Just a detail like getting a restaurant into the zoo called for enormous time and energy from Ulf Svensson: “I think I had contact with all the restaurant chains in Sweden.” On 27 May 1965 the time had come to inaugurate Kolmården’s zoo. The queue of cars was 11 kilometres long. As many as 40,000 visitors attended the event – and the money poured in. The cash register proved too small already on the first day.

    A very central part of the success was the media strategy and the media response. First of all Kolmården was considered as an innovation in the zoo industry. No gages and so big natural surface were two facts that made Kolmården unique compared to present zoos. For examples the giraffes had very much space in relation to other zoos (figure 2). A lot of changes were made to attract media rather than the end-customers. Svensson was very skilful and managed the art of dramaturgical framing of events and processes related to the park. Since then, the zoo has developed tremendously. As with most large projects, this process has seen both successes and failures. But the outcome is outstanding: Ulf Svensson’s entrepreneurial energy gave new life to the little village. People regained hope in the future. And Sweden was presented with a world attraction. The zoological park also has an important knowledge dimension. Ulf Svensson commented: “We said from the very beginning that we would be a knowledge-conveying institution.” In 1968, an exchange was started with the Rostock zoo, enabling two zookeepers there to practise for two years at Kolmården and vice versa. This created a great flow of knowledge between the zoos. In 1968, the zoologist Mats Amundin took up work at the zoo. He later earned his doctorate and is now a guest professor at Linköping University. During the 1970s, the zoo collaborated with many students who were writing essays primarily at that university. Among other things, extensive analyses have been made of how the visitors experienced different parts of the zoo. Thus, there was an orientation towards customer research, quite in line with Svensson’s insight that all great visions require professional marketing – including knowledge about customers – in order to succeed. Ulf Svensson also took the initiative for zookeeper education at the upper secondary school level, together with the Haga school in Norrköping. This education had 350 applicants on average, an extraordinary number for such a specialised curriculum. Moreover, numerous zookeepers were educated at the zoo through their own on-the-job training. Here was a strategically important issue, since other zoos in Sweden needed workers with great competence in caring for several different types of animals. In addition, the zoo often hosted study visits from agricultural and veterinary colleges, as well as by creatively inclined actors like the College of Arts, Crafts and Design in Stockholm. Research on dolphins is another area where the zoo has conducted studies. Veterinaries and trainers from the zoo have frequently attended international conferences, and the Kolmården Zoo has been host to a large international scientific symposium. Thousands of researchers, students, pupils and teachers have benefited in different ways from the zoo, which can thus be considered a unique source of knowledge.

  • 31.
    Frankelius, Per (Editor)
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Why did you buy that tractor?: A study of buyer behaviour2016Report (Other academic)
    Abstract [en]

    This report is a result from an experiment of “innovative organizing” that was conducted in January – March 2016 at Linköping University. The experiment aimed to connect students with research as well as practitioners.

    The students were attending the course Marketing and Consumer Behaviour. This course is international and students represented many countries such as Australia, France, Spain, USA, Germany, Switzerland, Great Britain, China, Peru, Taiwan and Sweden.

    The research project was the Grönovation at Linköping University. This project is supported by Vinnova. Partners include 3M Sweden, Biototal, Cre8it, Elmia, Energy Developer - ED, Hushållningssällskapet – Swedish Rural Economy and Agricultural Societies in Östergötland County, JTI – Swedish Institute of Agricultural and Environmental Engineering, Lantmännen R&D, Lovanggruppen, Region Östergötland, Swedish University of Agricultural Sciences, SLU Holding, SSAB, Svenska Mätanalys, Tolefors Gård, VicVision and Vreta Kluster. The main theme in this project is “innovative organizing”, and the experiment was in line with this.

    Practitioners were involved in two ways. First, respondents of the student case studies (see below) were practitioners. Second, practionners were invited to the seminar “Why did you buy that tractor?” at Vreta Kluster outside Linköping on February 22, 2016. Around 100 persons attended this seminar, that was organized by three partners, Grönovation at Linköping University, Vreta Kluster and the company Lantmännen Maskin.

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