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The development of a suitable public charging system for electric vehicles relies on inputs from many complementary organizations that need to synchronize interdependencies across different activities, organizations, and industries. Research on temporal fit has focused on synchronizing activities within or external to the organization, rather than exploring synchronization across multiple organizations with highly interdependent yet colliding temporal structures and multiple time-givers. Drawing on a case study of a collaborative effort to create a national charging infrastructure for electric vehicles, we theorize the interplay between various highly interdependent actors. The resulting theory posits that actors combine and shift between different innovation practices to organize time and explains how multiple, yet interdependent actors engaging in temporal work attempt to accomplish temporal fit. Three entrainment dynamics are identified: (1) temporal tug-of-war through ecosystem configuration; (2) temporal dictating through group politics; and (3) ecosystem navigation through temporal ambivalence. These dynamics arise both between and within groups of actors when they coordinate innovation practices across multiple temporal structures and time-givers. Together, the simultaneous pursuit of synchronization within and across these different coalitions appears to constrain the realization of the collective goal.
Wouter P. L. van Galen; Bob Walrave; Sharon A. M. Dolmans; A. Georges L. Romme. Charging for Collaboration: Exploring the Dynamics of Temporal Fit in Interdependent Constellations for Innovation. Energies 2021, 14, 5386 .
AMA StyleWouter P. L. van Galen, Bob Walrave, Sharon A. M. Dolmans, A. Georges L. Romme. Charging for Collaboration: Exploring the Dynamics of Temporal Fit in Interdependent Constellations for Innovation. Energies. 2021; 14 (17):5386.
Chicago/Turabian StyleWouter P. L. van Galen; Bob Walrave; Sharon A. M. Dolmans; A. Georges L. Romme. 2021. "Charging for Collaboration: Exploring the Dynamics of Temporal Fit in Interdependent Constellations for Innovation." Energies 14, no. 17: 5386.
Transportation systems are transitioning to e-mobility, but scholars and policymakers are struggling to understand how to accomplish this transition effectively. In response, we draw on the technological innovation systems perspective and the unified theory of acceptance and use of technology to develop a theory-guided and entity-based simulation model to better understand, among others, electric vehicle (EV) adoption processes as a specific yet core element driving business innovation. By doing so, our model is among the first to capture and combine the macro-and micro-level interactions associated with the EV transition process. Our simulation results shed light on the impact of alternative innovation policies, notably by explaining relations between EV market dynamics and changes in e-mobility policies, such as EV-related subsidies and resource mobilization. As such, the simulation modeling approach adopted in this paper enables a more in-depth study of transition problems related to e-mobility. Notably, the resulting modular model can be adjusted to other e-mobility transition problems by changing the specified entities.
Mohammadreza Zolfagharian; Bob Walrave; A. Romme; Rob Raven. Toward the Dynamic Modeling of Transition Problems: The Case of Electric Mobility. Sustainability 2020, 13, 38 .
AMA StyleMohammadreza Zolfagharian, Bob Walrave, A. Romme, Rob Raven. Toward the Dynamic Modeling of Transition Problems: The Case of Electric Mobility. Sustainability. 2020; 13 (1):38.
Chicago/Turabian StyleMohammadreza Zolfagharian; Bob Walrave; A. Romme; Rob Raven. 2020. "Toward the Dynamic Modeling of Transition Problems: The Case of Electric Mobility." Sustainability 13, no. 1: 38.
This study develops and tests a comprehensive framework that explains what, when, and how CEO characteristics influence firms’ innovation outcomes in R&D‐intensive industries. Empirical evidence from 109 CEOs from 87 U.S.‐based pharmaceutical firms over the period 2001–2013 reveals that research‐oriented CEOs – those with ability and motivation for science and technology – increase their firms’ innovation outcomes. The results indicate that the CEO–innovation relationship strongly depends on the extent of CEOs’ managerial discretion, which is shaped by the organizational context. We contribute to a more comprehensive understanding of the role of CEOs in firms´ innovation performance differentials.
Nino Van De Wal; Christophe Boone; Victor Gilsing; Bob Walrave. CEO research orientation, organizational context, and innovation in the pharmaceutical industry. R&D Management 2019, 50, 239 -254.
AMA StyleNino Van De Wal, Christophe Boone, Victor Gilsing, Bob Walrave. CEO research orientation, organizational context, and innovation in the pharmaceutical industry. R&D Management. 2019; 50 (2):239-254.
Chicago/Turabian StyleNino Van De Wal; Christophe Boone; Victor Gilsing; Bob Walrave. 2019. "CEO research orientation, organizational context, and innovation in the pharmaceutical industry." R&D Management 50, no. 2: 239-254.
The domain of transition studies has been drawing more and more scholarly attention and, as a result, its body of knowledge is rapidly growing. This raises new challenges as well as opportunities, not the least regarding the methodological and philosophical underpinnings of research in this domain. In this respect, transition research, as a relatively young field of inquiry, has been little concerned with methodological investigation and reflection. We propose a framework that enables this reflection: the so-called ‘transition research onion’. Subsequently, we utilize this framework to systematically assess 217 peer-reviewed papers in the field of transition studies, to distill key methodological patterns and trends of the field. The findings suggest that the methodology of transition studies, in terms of depth and diversity, is underdeveloped. These insights serve to guide future research on transition processes.
Mohammadreza Zolfagharian; Bob Walrave; Rob Raven; A. Georges L. Romme. Studying transitions: Past, present, and future. Research Policy 2019, 48, 103788 .
AMA StyleMohammadreza Zolfagharian, Bob Walrave, Rob Raven, A. Georges L. Romme. Studying transitions: Past, present, and future. Research Policy. 2019; 48 (9):103788.
Chicago/Turabian StyleMohammadreza Zolfagharian; Bob Walrave; Rob Raven; A. Georges L. Romme. 2019. "Studying transitions: Past, present, and future." Research Policy 48, no. 9: 103788.
Bob Walrave; Madis Talmar; Ksenia Podoynitsyna; Georges Romme; Geert P.J. Verbong. A multi-level perspective on innovation ecosystems for path-breaking innovation. Technological Forecasting and Social Change 2018, 136, 103 -113.
AMA StyleBob Walrave, Madis Talmar, Ksenia Podoynitsyna, Georges Romme, Geert P.J. Verbong. A multi-level perspective on innovation ecosystems for path-breaking innovation. Technological Forecasting and Social Change. 2018; 136 ():103-113.
Chicago/Turabian StyleBob Walrave; Madis Talmar; Ksenia Podoynitsyna; Georges Romme; Geert P.J. Verbong. 2018. "A multi-level perspective on innovation ecosystems for path-breaking innovation." Technological Forecasting and Social Change 136, no. : 103-113.
To achieve a complex value proposition, innovating firms often need to rely on other actors in their innovation ecosystem. This raises many new challenges for the managers of these firms. However, there is not yet a comprehensive approach that would support managers in the process of analysis and decision making on ecosystem strategy. In this paper, we develop a strategy tool to map, analyze and design (i.e., model) innovation ecosystems. From the scholarly literature, we distil the constructs and relationships that capture how actors in an ecosystem interact in creating and capturing value. We embed these elements in a visual strategy tool coined the Ecosystem Pie Model (EPM) that is accompanied by extensive application guidelines. We then illustrate how the EPM can be used, and conclude by exploring the multiple affordances of the EPM tool as a boundary object between research and practice.
Madis Talmar; Bob Walrave; Ksenia Podoynitsyna; Jan Holmström; A. Georges L. Romme. Mapping, analyzing and designing innovation ecosystems: The Ecosystem Pie Model. Long Range Planning 2018, 53, 101850 .
AMA StyleMadis Talmar, Bob Walrave, Ksenia Podoynitsyna, Jan Holmström, A. Georges L. Romme. Mapping, analyzing and designing innovation ecosystems: The Ecosystem Pie Model. Long Range Planning. 2018; 53 (4):101850.
Chicago/Turabian StyleMadis Talmar; Bob Walrave; Ksenia Podoynitsyna; Jan Holmström; A. Georges L. Romme. 2018. "Mapping, analyzing and designing innovation ecosystems: The Ecosystem Pie Model." Long Range Planning 53, no. 4: 101850.
The study contributes to innovation ecosystem research and managerial practice by developing design theory for mapping, designing and analyzing (i.e., modeling) innovation ecosystems. In doing so, we synthesize the knowledge base on ecosystem research to relevant design constructs and their relationships. Subsequently, we propose an instantiation to the design theory in the form of a graphical decision support tool, and provide guidelines for its application. The tool and the guidelines are tested in modeling a total of 241 existing or potential ecosystem constellations over seven development iterations, which drive mutability of the design theory. To evaluate the power of the design theory within its intended purpose and scope of encompassing a method for ecosystem modeling, we articulate four generic application contexts for ecosystem modeling, and demonstrate each with a case study of how the design theory has been applied. Finally, we discuss the value of the design theory as a boundary object to bridging academic research and managerial practice.
Madis Talmar; Bob Walrave; Ksenia Podoynitsyna; Jan Holmstrom. Mapping, designing and analyzing innovation ecosystems. Academy of Management Proceedings 2018, 2018, 12511 .
AMA StyleMadis Talmar, Bob Walrave, Ksenia Podoynitsyna, Jan Holmstrom. Mapping, designing and analyzing innovation ecosystems. Academy of Management Proceedings. 2018; 2018 (1):12511.
Chicago/Turabian StyleMadis Talmar; Bob Walrave; Ksenia Podoynitsyna; Jan Holmstrom. 2018. "Mapping, designing and analyzing innovation ecosystems." Academy of Management Proceedings 2018, no. 1: 12511.
The need for challenge-led innovation policies to address grand societal challenges is increasingly recognised at various policy levels. This raises questions how to overcome a variety of ‘failures’ prohibiting innovations to flourish. A key-line of thought in theory and policy emerged since the late 1990s on the role of system failures, next to more conventional market-failure thinking. More recently, scholarly work introduced the notion of ‘transformational failures’, which implies an even broader perspective on innovation failures as resting in challenges related to transforming entire systems of production and consumption. This paper combines the literature on Technological Innovation Systems (TIS) with literature on multi-level approaches to sustainability transitions to make a contribution to this debate. In particular, this paper argues that the current literature, so far, has failed to explore how different kinds of policies, or policy mixes, can overcome transformational failures. The paper uses a simulation model (i.e. a system dynamics model) and illustrative examples on electric vehicles to explore relations between transformational failures and (mixes of) policy interventions. A key conclusion is that, in particular in the case where an emerging TIS is in a competitive relation with an incumbent system, overcoming transformational failures can be realised either by directly addressing the incumbent system, for instance by taking away its resources (which may be political challenging). Alternatively, the model results show that a clever mix of policy interventions elsewhere in the system may lead to sufficient performance improvements of the emerging TIS so that it can challenge the incumbent system on its own – albeit with a need for substantial additional resources.
Rob Raven; Bob Walrave. Overcoming transformational failures through policy mixes in the dynamics of technological innovation systems. Technological Forecasting and Social Change 2018, 153, 119297 .
AMA StyleRob Raven, Bob Walrave. Overcoming transformational failures through policy mixes in the dynamics of technological innovation systems. Technological Forecasting and Social Change. 2018; 153 ():119297.
Chicago/Turabian StyleRob Raven; Bob Walrave. 2018. "Overcoming transformational failures through policy mixes in the dynamics of technological innovation systems." Technological Forecasting and Social Change 153, no. : 119297.
Mohammadreza Zolfagharian; A. Georges L. Romme; Bob Walrave. Why, when, and how to combine system dynamics with other methods: Towards an evidence-based framework. Journal of Simulation 2018, 12, 98 -114.
AMA StyleMohammadreza Zolfagharian, A. Georges L. Romme, Bob Walrave. Why, when, and how to combine system dynamics with other methods: Towards an evidence-based framework. Journal of Simulation. 2018; 12 (2):98-114.
Chicago/Turabian StyleMohammadreza Zolfagharian; A. Georges L. Romme; Bob Walrave. 2018. "Why, when, and how to combine system dynamics with other methods: Towards an evidence-based framework." Journal of Simulation 12, no. 2: 98-114.
This study develops and tests an integrative framework that explains when and why CEOs influence firm-level innovation. Empirical evidence from 109 CEOs of 87 U.S. based biopharmaceutical firms over the period 2001-2013 reveals that research orientated CEOs–those with an ability and motivation for science and technology–increase their firm’s innovation outcomes. The results indicate that the CEO-innovation relationship strongly depends on the extent of CEO discretion, which is shaped by the corporate context. A more detailed analysis shows that research oriented CEOs influence innovation through a R&D intensive strategy. These insights contribute to a more comprehensive understanding of CEO strategic choices and processes that result in firm-level innovation, and build a better understanding of why firms differ in their innovation performance.
Nino Van De Wal; Christophe Boone; Victor Gilsing; Bob Walrave. CEO Research Orientation, Corporate Context and Firm Innovation in the Biopharmaceutical Industry. Academy of Management Proceedings 2017, 2017, 10883 .
AMA StyleNino Van De Wal, Christophe Boone, Victor Gilsing, Bob Walrave. CEO Research Orientation, Corporate Context and Firm Innovation in the Biopharmaceutical Industry. Academy of Management Proceedings. 2017; 2017 (1):10883.
Chicago/Turabian StyleNino Van De Wal; Christophe Boone; Victor Gilsing; Bob Walrave. 2017. "CEO Research Orientation, Corporate Context and Firm Innovation in the Biopharmaceutical Industry." Academy of Management Proceedings 2017, no. 1: 10883.
Bob Walrave; A Georges L Romme; Kim E Van Oorschot; Fred Langerak. Managerial attention to exploitation versus exploration: toward a dynamic perspective on ambidexterity. Industrial and Corporate Change 2017, 26, 1145 -1160.
AMA StyleBob Walrave, A Georges L Romme, Kim E Van Oorschot, Fred Langerak. Managerial attention to exploitation versus exploration: toward a dynamic perspective on ambidexterity. Industrial and Corporate Change. 2017; 26 (6):1145-1160.
Chicago/Turabian StyleBob Walrave; A Georges L Romme; Kim E Van Oorschot; Fred Langerak. 2017. "Managerial attention to exploitation versus exploration: toward a dynamic perspective on ambidexterity." Industrial and Corporate Change 26, no. 6: 1145-1160.
Bob Walrave; Rob Raven. Modelling the dynamics of technological innovation systems. Research Policy 2016, 45, 1833 -1844.
AMA StyleBob Walrave, Rob Raven. Modelling the dynamics of technological innovation systems. Research Policy. 2016; 45 (9):1833-1844.
Chicago/Turabian StyleBob Walrave; Rob Raven. 2016. "Modelling the dynamics of technological innovation systems." Research Policy 45, no. 9: 1833-1844.
This paper details a semi-automated method that can calculate intervention thresholds—that is, the minimum required intervention sizes, over a given timeframe, that result in a desired change in a system's output behavior pattern. The method exploits key differences in atomic behavior profiles that exist between classifiable pre- and post-intervention behavior patterns. An automated process of systematic adjustment of the intervention variable, while monitoring the key difference, identifies the intervention thresholds. The results, in turn, can be studied and presented in intervention threshold graphs in combination with final runtime graphs. Overall, this method allows modelers to move beyond ad hoc experimentation and develop a better understanding of intervention dynamics. This article presents an application of the method to the well-known World 3 model, which helps demonstrate both the procedure and its benefits. © 2017 The Authors. System Dynamics Review published by John Wiley & Sons Ltd on behalf of System Dynamics Society
Bob Walrave. Determining intervention thresholds that change output behavior patterns. System Dynamics Review 2016, 32, 261 -278.
AMA StyleBob Walrave. Determining intervention thresholds that change output behavior patterns. System Dynamics Review. 2016; 32 (3):261-278.
Chicago/Turabian StyleBob Walrave. 2016. "Determining intervention thresholds that change output behavior patterns." System Dynamics Review 32, no. 3: 261-278.
Jef J. J. Van Den Hout; Orin C. Davis; Bob Walrave. The Application of Team Flow Theory. Flow Experience 2016, 233 -247.
AMA StyleJef J. J. Van Den Hout, Orin C. Davis, Bob Walrave. The Application of Team Flow Theory. Flow Experience. 2016; ():233-247.
Chicago/Turabian StyleJef J. J. Van Den Hout; Orin C. Davis; Bob Walrave. 2016. "The Application of Team Flow Theory." Flow Experience , no. : 233-247.
The need to engage in major (e.g., radical) innovation efforts continues to challenge incumbents in established industries, despite the vast amount of scholarly work available on this subject. In this respect, a clear gap appears to exist between scholarly work and managerial practice. This gap can, at least partially, be attributed to the enormous dispersion of the field of innovation research as well as the descriptive/explanatory research lens prevailing in this field. In this paper, we aim to bridge this gap by adopting a science-based design approach, in order to systematically synthesize the fragmented knowledge base on major innovation into an evidence-based framework of design principles and action propositions. As such, this study serves to develop actionable knowledge for enhancing major innovation success for energy incumbents. We contribute to the literature in two ways. First, by using a research synthesis approach based on CIMO-logic, the study integrates and extends the various understandings of major innovation into a framework that spans organizational themes, functions and levels. Second, the study illustrates how these design principles can inform the development of innovation strategies and solutions in energy incumbents.
Madis Talmar; Bob Walrave; Jan Holmstrom; Georges Romme. Major innovation in energy incumbents: A science-based design approach. Academy of Management Proceedings 2016, 2016, 15298 .
AMA StyleMadis Talmar, Bob Walrave, Jan Holmstrom, Georges Romme. Major innovation in energy incumbents: A science-based design approach. Academy of Management Proceedings. 2016; 2016 (1):15298.
Chicago/Turabian StyleMadis Talmar; Bob Walrave; Jan Holmstrom; Georges Romme. 2016. "Major innovation in energy incumbents: A science-based design approach." Academy of Management Proceedings 2016, no. 1: 15298.
Path-breaking innovations are increasingly developed and commercialized by networks of co-creating actors, so-called innovation ecosystems. Previous work in this area has demonstrated that, to create and appropriate value, ecosystem actors should align their activities. The effort of a focal venture to bring its ecosystem actors to alignment can be coined the internal development of the ecosystem. However, literature has largely overlooked that the success of the innovation ecosystem also depends on its external viability in the socio- technical environment. Path-breaking innovations inherently challenge the prevailing socio-technical regime (e.g., established infrastructure, rules and artifacts) that is resistant to change. We develop a systemic multi- level perspective on how a focal venture develops an innovation ecosystem for path- breaking innovation so that it is both internally aligned and externally viable.
Bob Walrave; Madis Talmar; Ksenia Podoynitsyna; Georges Romme; Geert P J Verbong. Internal alignment and external viability of innovation ecosystems: A multi-level perspective. Academy of Management Proceedings 2015, 2015, 16278 -16278.
AMA StyleBob Walrave, Madis Talmar, Ksenia Podoynitsyna, Georges Romme, Geert P J Verbong. Internal alignment and external viability of innovation ecosystems: A multi-level perspective. Academy of Management Proceedings. 2015; 2015 (1):16278-16278.
Chicago/Turabian StyleBob Walrave; Madis Talmar; Ksenia Podoynitsyna; Georges Romme; Geert P J Verbong. 2015. "Internal alignment and external viability of innovation ecosystems: A multi-level perspective." Academy of Management Proceedings 2015, no. 1: 16278-16278.
Top management teams frequently overemphasize efforts to exploit the current product portfolio, even in the face of the strong need to step up exploration activities. This mismanagement of the balance between explorative R&D activities and exploitation of the current product portfolio can result in the so‐called success trap, the situation where explorative activities are fully suppressed. The success trap constitutes a serious threat to the long‐term viability of a firm. Recent studies of publicly traded corporations suggest that the suppression of exploration arises from the interplay among the executive team's myopic forces, the board of directors as gatekeeper of the capital market, and the exploitation–exploration investments and their outcomes. In this paper, system dynamics modeling serves to identify and test ways in which top management teams can counteract this suppression process. For instance, we find that when the executive board is suppressing exploration, the board of directors can still prevent the success trap by actively intervening in the exploitation–exploration strategy.
Bob Walrave; Kim E. Van Oorschot; A. Georges L. Romme. How to counteract the suppression of exploration in publicly traded corporations. R&D Management 2014, 45, 458 -473.
AMA StyleBob Walrave, Kim E. Van Oorschot, A. Georges L. Romme. How to counteract the suppression of exploration in publicly traded corporations. R&D Management. 2014; 45 (5):458-473.
Chicago/Turabian StyleBob Walrave; Kim E. Van Oorschot; A. Georges L. Romme. 2014. "How to counteract the suppression of exploration in publicly traded corporations." R&D Management 45, no. 5: 458-473.
Bob Walrave; Victor A. Gilsing; Michiel F. De Jager; Jan Ulijn; Geert Duysters; Elise Meijer. Creating a Supportive Culture for Corporate Entrepreneurship: Balancing Creativity and Discipline for the Development of Radical Innovation by Interfirm Cooperation. Strategic Alliances, Mergers and Acquisitions 2013, 1 .
AMA StyleBob Walrave, Victor A. Gilsing, Michiel F. De Jager, Jan Ulijn, Geert Duysters, Elise Meijer. Creating a Supportive Culture for Corporate Entrepreneurship: Balancing Creativity and Discipline for the Development of Radical Innovation by Interfirm Cooperation. Strategic Alliances, Mergers and Acquisitions. 2013; ():1.
Chicago/Turabian StyleBob Walrave; Victor A. Gilsing; Michiel F. De Jager; Jan Ulijn; Geert Duysters; Elise Meijer. 2013. "Creating a Supportive Culture for Corporate Entrepreneurship: Balancing Creativity and Discipline for the Development of Radical Innovation by Interfirm Cooperation." Strategic Alliances, Mergers and Acquisitions , no. : 1.
Bob Walrave; Kim E. Van Oorschot; A. Georges L. Romme; Fred Langerak. Fighting the Bear and Riding the Bull: Exploitation and Exploration During Times of Recession and Recovery. SSRN Electronic Journal 2012, 1 .
AMA StyleBob Walrave, Kim E. Van Oorschot, A. Georges L. Romme, Fred Langerak. Fighting the Bear and Riding the Bull: Exploitation and Exploration During Times of Recession and Recovery. SSRN Electronic Journal. 2012; ():1.
Chicago/Turabian StyleBob Walrave; Kim E. Van Oorschot; A. Georges L. Romme; Fred Langerak. 2012. "Fighting the Bear and Riding the Bull: Exploitation and Exploration During Times of Recession and Recovery." SSRN Electronic Journal , no. : 1.
The benefits of strategically balancing exploitation and exploration are well documented in the literature. Nonetheless, many firms tend to overemphasize exploitation efforts, a situation commonly referred to as the ‘success trap’. Previous studies have attributed this behaviour to managerial incompetence or myopia. However, some management teams appear to adequately recognize the exploration need, while not being able to bring about the required strategic change. We draw on system dynamics modelling to investigate this phenomenon. A simulation model is developed and then the behaviour of a selected firm is replicated to uncover the underlying processes. As such, we develop a process theory of the success trap at the managerial level, coined the ‘suppression process’. This process theory describes and explains how the interplay between top managers, board members, and exploitation–exploration activities can trap the firm in the suppression of exploration.
Bob Walrave; Kim E. Van Oorschot; A. Georges L. Romme. Getting Trapped in the Suppression of Exploration: A Simulation Model. Journal of Management Studies 2011, 48, 1727 -1751.
AMA StyleBob Walrave, Kim E. Van Oorschot, A. Georges L. Romme. Getting Trapped in the Suppression of Exploration: A Simulation Model. Journal of Management Studies. 2011; 48 (8):1727-1751.
Chicago/Turabian StyleBob Walrave; Kim E. Van Oorschot; A. Georges L. Romme. 2011. "Getting Trapped in the Suppression of Exploration: A Simulation Model." Journal of Management Studies 48, no. 8: 1727-1751.