To outline a framework for preparedness planning at the organizational level.The study is based on a content analysis of research literature as well as an analysis of interviews with six preparedness planners working in Swedish local authorities.The study setting included Swedish local authorities of different sizes.The participants are preparedness planners responsible for coordinating crisis management work in Swedish local authorities. The study includes preparedness planners with different backgrounds, education, experiences, and gender.A presentation of 19 factors of preparedness planning identified in the literature and a discussion around how preparedness planners perceive those factors.The main outcome measures are knowledge about how both researcher and practitioner understand and argue around different factors of preparedness planning.The result of this study is a framework for preparedness planning. As preparedness planning ought to be a learning process, the presented framework builds on four areas connected to learning: prerequisites for preparedness planning, who should be involved, what is to be learned, and how should the work be shaped.The analysis of factors identified in the literature and also in the interviews with preparedness planners illustrates that the four areas connected to learning are required for developing a preparedness planning process.

Disasters such as the storms that affected Sweden in 2005 and 2007 showed that citizens initially conducted a large part of the disaster response, such as clearing roads, giving psychosocial support to affected neighbours and repairing power lines in collaboration with power companies. As a result of these storms, an Emergent Citizen Group (ECG) was established in a village which continued to work on risk prevention, even after the event. The aim of this paper is to describe and analyse this local emergent citizen group’s continuing work on the prevention of local risk and vulnerability, and particularly, their work on flood prevention. The results indicate that authorities seldom understand the ECG’s concerns about risks. Authorities also lack the experience and capacity to collaborate with, and support, the ECG’s risk and vulnerability reduction work. Bureaucratic barriers and declining motivation among volunteers within the ECGs could undermine commitment to the prevention of risks.

This chapter provides an illustration of how the support for innovation workhas been developed at Karolinska University Hospital. Karolinska is a largeuniversity hospital in Sweden that provides highly specialised healthcaretogether with research and education. The chapter presents a ‘journey’ spanningthe period 2011–2020 whose overall goal was to support innovation efforts at thehospital. During that time, different initiatives to achieve the goal were launched.These included establishing expertise in forming and leading innovationpartnerships; developing a portfolio of educational programmes for clinicalstaff regarding innovation management; utilising the opportunity to certify thehospital’s innovation management professionals; engaging in the developmentof ISO standards for innovation management; and designing and implementinga hospital-wide innovation management system. This journey is then reflectedupon, and the specific issues of adapting innovation management to a healthcarecontext and developing innovation management support in a hospital setting arediscussed. This all serves as input for how to address innovation management aswell as for future models of healthcare delivery.

ISO56002 ‒ a global standard for innovation management systems was published 2019 and empirical validation of using the standard is so far limited. This study investigates design and introduction of innovation management systems based on ISO56002 and explores the impact this brings to the studied organizations. 

Two organizations, a UK-based consultancy firm in engineering, and a Japan-based information and technology company, both explicitly utilizing ISO 56002 and considered as leading examples were studied. A qualitative approach was chosen, mainly based on interviews in order to open for elaborations on the emerging phenomenon of innovation management systems based on a standard. 

The study shows that the ISO56002 brought value to both organizations, despite them being in different sectors. The standard does not provide detail solutions, instead it is used as support to actively apply a systems approach to innovation covering strategic, structural, and cultural issues all together. Specifically, management functions are supported to address strategy and culture, including design structures for fencing space for exploration, risk-taking and experimentation. Critical features to enable this, such as appointing a core team with a long-term ambition, are identified and discussed. 

A professionalization within the area of innovation management is taking place, and this paper presents a study on the phenomenon of personal certification as an innovation management professional. The study has investigated motivations for taking a personal certification as an innovation management professional, and impacts from it, addressing certified individuals, their organizations, and potential contributions to professionalization. The study was conducted in Sweden related to the personal certification of innovation management professionals launched in 2017by the Swedish Association for Innovation Management Professionals (Innovationsledarna) and RISE Research Institutes of Sweden as a third-partycertification body. Identified motivational factors covered desired knowledge enhancement, measuring of competence level, a strive for legitimacy, and curiosity. Impact from taking the certifications were for example increased knowledge, enhanced professional communication about innovation management, boosted selfconfidence, expanded network, and more opportunities to influence. The current situation was also analyzed from a professionalization perspective as well as discussed in terms of innovation maturity and innovation diffusion.

This paper addresses how personal certification in innovation management can contribute to the ongoingprofessionalisation within the innovation management discipline. The empirical study focused a projectin Sweden initiated to develop qualification, specifically personal certification, of innovation managementprofessionals. The project resulted in a certification process and a first batch of certified innovationmanagement professionals. The study aimed to capture the individuals’ reasons for, as well as results andeffects from, choosing to acquire a voluntary personal certification within innovation management. A widerange of reasons for taking the certifications was reported such as willingness to learn more, willingness toformalise innovation management competence, a wish to clarify roles, but also to promote the discipline itself.Certification was apprehended as a trustworthy format to achieve this. Identified effects were establishmentof a common language, increased visibility of individuals, and innovation management professionals to feelmore confident in their jobs.

This chapter presents results from initial studies on personal certifications of innovation management professionals, drawing from a Swedish context. The results capture motivations for, as well as effects from, the certification process. They are discussed from the perspective of how this is relevant for developing and enhancing innovation leadership competencies. Increased knowledge, enhanced professional communication, and strengthened self-confidence related to innovation management were identified as outcomes for individuals pursuing the certifications. Further, this laid the ground for increased visibility, expanded network, and thus more opportunities to influence innovation work. An overarching theme appearing in the study is how a certification can contribute to strengthening the legitimacy of working with innovation management, and thus serve as an enabler for innovation management practice and subsequently innovation leadership. Effects from the certification that may be beneficial for successful innovation leadership include the opportunity for practitioners to articulate their own experiences and competencies, in addition to improving the impact of their efforts utilising innovation terminology. For organisations, knowledge of personal certification can be used both for recruitment and for development of existing personnel and their innovation leadership. Through a longer perspective, it can also contribute to decreasing the dependence on a few specific individuals and instead strengthen the long-term organisational innovation capabilities.

An innovation strategy aims to provide guidance in terms of direction and prioritisation regarding innovation efforts. This study explores formulation and implementation of innovation strategy in the context of a case study of an organisation that explicitly deploys the guidance standard for innovation management systems ISO56002. Interviews were conducted and were analysed together with an abundance of company documentation, spanning seven years. The empirical results convey how intertwined the work on innovation strategy was with the formulation and implementation of the company’s innovation management system (based on ISO56002). The study addressed the call for more research on strategy implementation and showed the innovation strategy (part of the ISO 56002 Leadership element) influencing the other system elements within the innovation management system. Further, it is important to use a system of systems approach to integrate an Innovation Management System with other management systems. This may be achieved through ambidextrous leadership competences given that the management systems have with different purposes, properties and actions. Finally, as an innovation management system develops, it is important to adapt rather than over-optimise in order to for retain flexibility required to innovate.  

This paper examines an organization’s adoption of a standard based innovation management system (IMS) to systematize and lead its innovation efforts. The organization, a large public hospital, characterized as an early implementor of the standard based IMS approach to innovation management, was analyzed during a fouryear time span via a longitudinal study. The paper utilizes components of neo institutional theory as a lens to explain the empirical findings, adopting a legitimacy-as-a-process perspective to trace how the IMS system became a legitimate approach to innovation management, through institutional work. By analyzing the organization from its initial planning to its implementation of the system, the paper presents an order of legitimizing an innovation management system. 

This paper examines an organization’s adoption of an ISO innovation managementstandard to systematize and lead its innovation efforts. We focus on how the ISO standard has acted as a legitimating factor for innovation activities in the organization.Theoretically, we clarify how legitimacy can be understood, and used to explain innovation management activities. Managerial implications include a suggestion to utilizethe ISO name and its approaches to innovation management.

Distribution of responsibility is one of the main focus areas in discussions about climate change ethics. Most of these discussions deal with the distribution of responsibility for climate change mitigation at the international level. The aim of this paper is to investigate if and how these principles can be used to inform the search for a fair distribution of responsibility for climate change adaptation on the local level. We found that the most influential distribution principles on the international level were in turn built on one or more of seven basic principles: (P1) equal shares, (P2) desert, (P3) beneficiary pays, (P4) ability, (P5) self-help, (P6) limited responsibility for the worst off, and (P7) status quo preservation. It was found that all the basic principles, but P1, P3, and P7, are to some extent translatable to local climate adaptation. Two major problems hamper their usefulness on the local level: (1) several categories of agents need to take on responsibility; and (2) emissions do not work as a base for all principles. P4, P5, and P6 are applicable to local adaptation without changes. P4 is of particular importance as it seems to solve the first problem. P2 is applicable only if the second problem is solved, which can be achieved by using risk of harm instead of emissions as the basis for desert.

The positive effects that Mobility-as-a-Service (MaaS) is envisioned to have on transport can only be reaped if people are using MaaS. Yet, the understanding of the user perspective on MaaS is incomplete and primarily based on experiments with non-users. To address this shortcoming, this paper reports user experiences from a trial of a high-level MaaS service in Sydney, Australia. Based on questionnaires and interviews, it analyses who participated in the trial and why, and whether the trial experience satisfied their motives. The contribution to the literature on MaaS is three-fold. Firstly, most of the people that participated in the trial were frequent users of both public transport and private cars. This supports the notion that multi-modal travellers are likely early adopters of MaaS and contradicts the fear that MaaS does not appeal to private car users. Secondly, a desire to contribute to innovation and curiosity about MaaS were the main motives for signing up for the trial, which highlights the important role an inviting setting for experimentation, such as a trial, can play in stimulating MaaS adoption. Thirdly, many participants struggled with making the trialled service work for them and on average they seemed to value the support and feedback functions higher than other service features. This underscores the novelty of MaaS, compared to existing service models, and reiterates the notion that more than an app and a few subscription plans is needed to make MaaS useful for users.

The significance of systems perspectives in addressing complex problems has been emphasized in literature. However, application of such perspectives in the field of innovation management has been relatively limited but is increasingly gaining attention. This study contributes to the advancement of knowledge in this field by presenting a novel approach for studying and measuring systemic aspects of innovation management approaches by introducing the concept of systemicity in an innovation management context. Systemicity encompasses how systemic a system is, thereby addressing important aspects that have not been taken into consideration previously. The empirical data, collected in semi-structured interviews with two established companies, were analyzed using a tentative framework developed in this study. The study suggests that the three system dimensions comprehensiveness, coherence and correspondence are suitable for capturing systemicity and can support in identifying strengths and areas for improvement, providing a more holistic perspective on the system's potential for fostering innovation. Further research is needed to explore practical implementation of the framework for researchers and practitioners, and to determine suitable levels of systemicity as this was not examined.

To enhance theoretical understanding and practical skills in innovation management within the blue bioeconomy, this nine-month project targeted key professionals within smaller enterprises in the seafood industry on the west coast of Sweden. Participants from four SMEs, a science park, and a research institute came together for group sessions and tailored coaching. These sessions focused on applying practical tools and methods for innovation management, incorporating regular evaluations of progress, learning, and challenges. The main goal was to equip participants with essential knowledge and skills to strengthen their capabilities and promote business development, thus accelerating learning, development, and sustainable growth. By the project's conclusion, participants had significantly improved their ability to use new methods, had a greater eagerness to engage proactively with innovation, and a new tool for advancing systematic innovation management had been developed and introduced. The project has been co-financed by the European Union.