Authors: Mirva Hyypiä; Tuija Oikarinen; Satu Parjanen
Addresses: Lahti School of Innovation, Lappeenranta University of Technology, Saimaankatu 11, FI-15140 Lahti, Finland ' Lahti School of Innovation, Lappeenranta University of Technology, Saimaankatu 11, FI-15140 Lahti, Finland ' Lahti School of Innovation, Lappeenranta University of Technology, Saimaankatu 11, FI-15140 Lahti, Finland
Abstract: The primary goal of this study is to find how leadership can support knowledge flows through practice-based innovation processes. The empirical evidence is based on a multiple case study from action research based development processes. The three cases were chosen to this study because they represent different organisational constellations, which make it opportunity to identify common factors in complex environments, knowledge creating and sharing, and innovation processes regardless of the specific themes of each session. The results of this study suggests that the complexity leadership theory represent applicable model to developing leadership in supporting knowledge flows through practice-based innovation processes. An implementable method for organisations may be assembled by assimilating different roles of complexity leadership into practice-based innovation processes featuring diverse innovation activities. This allows companies and other stakeholders to enhance knowledge flows and co-create value creation processes in advancing joint value for their customers.
Keywords: complexity leadership; innovation practices; business research; knowledge co-creation; organisational constellations; knowledge flows; action research; value creation.
International Journal of Business Innovation and Research, 2016 Vol.10 No.2/3, pp.380 - 401
Published online: 27 Dec 2015 *Full-text access for editors Access for subscribers Purchase this article Comment on this article