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Making the strategic intent of innovation labs operational: A process perspective on the case of the Lorraine Fab Living Lab

Ferney Osorio (), Laurent Dupont (), Mauricio Camargo () and José Ismael Peña
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Ferney Osorio: UNAL - Universidad Nacional de Colombia [Bogotà], ERPI - Equipe de Recherche sur les Processus Innovatifs - UL - Université de Lorraine
Laurent Dupont: ERPI - Equipe de Recherche sur les Processus Innovatifs - UL - Université de Lorraine
Mauricio Camargo: ERPI - Equipe de Recherche sur les Processus Innovatifs - UL - Université de Lorraine
José Ismael Peña: UNAL - Universidad Nacional de Colombia [Bogotà]

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Abstract: This paper examines through a single case study the process in which strategic intent is built within an innovation lab. As collaborative innovation structures, innovation labs are sensitive to collision of visions leading to misalignments that could undermine their purpose. Therefore, this study explores from a managerial point of view the way in which an innovation lab is designed, implemented, and sustained in a university context. Results depict the different manifestations of strategic intent that (1) led to the reorganization of existing capabilities under the original idea that gave life to the lab, (2) drove the experimentation and adaptation stages that shaped our case, and (3) favored the institutionalization of the practices and routines resulting from the lab to its ecosystem. This suggests the potential use of the framework to be applied as a coherence-building tool from which strategic intent could be made recognizable and operational.

Keywords: innovation lab; strategic intent; strategy-making; case study; Fab Living Lab (search for similar items in EconPapers)
Date: 2021-07-07
New Economics Papers: this item is included in nep-cse and nep-ppm
Note: View the original document on HAL open archive server: https://hal.science/hal-03285670
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Published in R&D Management Conference 2021, University of Strathclyde, Jul 2021, Strathclyde, United Kingdom

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