This is a photo of Prof. Linus Dahlander, ESMT Berlin.

Linus Dahlander

Editorial

From the Editors: Reputation and status: Expanding the role of social evaluations in management research

Academy of Management Journal 59 (1): 1–13
Gerard George, Linus Dahlander, Scott D. Graffin, Samantha Sim (2016)
Abstract:
Subject(s): Technology, R&D management
Volume 59
Issue 1
Pages 1–13

Conference Proceeding

Benevolent rejections: How organizations foster engagement in the search for innovation

Academy of Management Proceedings 2015 (1)
Henning Piezunka, Linus Dahlander (2015)
Abstract:
Subject(s): Technology, R&D management
Keyword(s): Crowdsourcing, innovation, search

Rejections are common in everyday life, yet their consequences for individual behavior remain little studied. We examine a situation in which organizations invite people outside their boundaries to provide suggestions for formal action. Organizations that receive such suggestions can choose to act upon them, ignore them, or even reject them. While rejections carry a cost (i.e., potentially alienating the suggestion-maker), they are also an important source for motivation and learning. We unite these opposing views and argue that rejections can under certain conditions increase effort; moreover, we document how people learn by changing their behavior when trying again.

With permission of the Academy of Management

Volume 2015
Issue 1
ISSN 2151-6561 (Online) 0065-0668 (Print)

Editorial

From the Editors: Information, attention, and decision making

Academy of Management Journal 58 (3): 649–657
Daan van Knippenberg, Linus Dahlander, Martine R. Haas, Gerard George (2015)
Abstract:
Subject(s): Technology, R&D management
Volume 58
Issue 3
Pages 649–657

Conference Proceeding

One foot in, one foot out: How individual search behavior affects innovation outcomes

Academy of Management Proceedings 2014 (1)
Linus Dahlander, Siobhan O'Mahony, David Gann (2014)
Abstract:
Subject(s): Technology, R&D management
Keyword(s): search, innovation, individuals, attention, scientists

The ‘variance hypothesis’ predicts that external search breadth will lead to innovation outcomes, but time for search is fixed and cultivating breadth takes time. How does individuals’ external search breadth affect innovation outcomes? We match survey data with complete patent records, to examine the search behaviors of elite experts at one of the world’s most innovative firms. Counter to expectations, individuals who spent more time inside the firm were more likely to be innovative. Individuals with high external search breadth were more innovative only when they allocated more attention to those sources. Our research identifies limits to the ‘variance hypothesis’ and reveals two successful approaches to innovation search: ‘cosmopolitans’ who cultivate and attend to external sources and ‘locals’ who draw upon internal sources.

With permission of the Academy of Management

Volume 2014
Issue 1
ISSN 2151-6561 (Online) 0065-0668 (Print)

Conference Proceeding

Open to suggestion: A longitudinal study of attempts to build user ideation communities

Academy of Management Proceedings 2013 (1)
Linus Dahlander, Henning Piezunka (2013)
Abstract:

This paper analyzes attempts to build user ideation communities aimed at inviting users to submit ideas and suggestions for future organizational actions. While earlier work has elaborated on the advantages of communities once they are created, our findings show that the ‘average’ organization struggles to build a vibrant community: most simply wither or die. We develop an argument about the importance of committing resources in the forms of (1) employees who submit suggestions to the community and (2) accepting suggestions from people in the community, and particularly suggestions from newcomers. Our findings suggest that creating communities often requires significant attention from the organizations seeking to develop them. However, our results are contingent upon the stage of the community, where we see different effects depending on whether the community has a history of accumulating suggestions or not. Our work has implications for scholars of open innovation by highlighting the importance of considering the innumerable failures, showing how focusing on communities that have reached a certain size can lead to misleading conclusions and specifying some conditions that explain why some are more successful than others.

With permission of the Academy of Management

Volume 2013
Issue 1
ISSN 2151-6561 (Online) 0065-0668 (Print)

Report

Taxonomy-analytical study for the project on open collaborative projects and IP-based models (recommendation 36)

WIPO Report
Linus Dahlander, David Gann, Gerard George (2012)
Abstract:
Subject(s): Entrepreneurship, Technology, R&D management
Keyword(s): innovation
Pages 48

Conference Proceeding

Outside in, inside out: The impact of knowledge heterogeneity, intra- and extra- organizational ties on innovative status

Academy of Management Proceedings 2009 (1)
Paola Criscuolo, Linus Dahlander, Ammon Salter (2009)
Abstract:
Subject(s): Technology, R&D management
Keyword(s): Innovation management, organizational sociology research, knowledge transfer, business networks, interorganizational networks, information sharing

The article proposes five hypotheses related to the question of why some people acquire innovative status within organizations. The discussion focuses on the external ties of the organization, the effect of knowledge heterogeneity on employees' innovative status, the idea that networking produces knowledge diversity, and the implication that there are individual differences in how intra- and extra-organizational relations affect people. The research methods include coefficient estimates calculated from a negative binomial model and a survey of consultant engineers who work in multidisciplinary and multinational organizations.

Volume 2009
Issue 1
ISSN 2151-6561 (Online) 0065-0668 (Print)

Editorial

Online communities and open innovation: Governance and symbolic value creation

Industry and Innovation 15 (2): 115–123
Linus Dahlander, Lars Frederiksen, Francesco Rullani (2008)
Abstract:
Subject(s): Technology, R&D management
Keyword(s): open innovation; communities; value creation

How can firms make use of online communities as part of an innovation strategy aimed at leveraging resources and ideas outside the four walls of the enterprise? Online communities are today a widespread phenomenon that takes a variety of forms. Free and open source software is probably the most well-known case, where geographically dispersed individuals collectively develop new software and produce innovation. In 1991 Linus Torvalds founded the Linux kernel, the heart of an operating system with the ability to have a real impact on Microsoft's market share. Torvalds' initial ideas led to the building of a community that collectively developed the Linux kernel. From the original incorporation of some 10,000 lines of source code, by 2005 the community had developed more than 6,000,000 lines of code. But online communities are more than simply free and open source software. For instance, social networking sites such as Facebook and MySpace, which have memberships of millions, have grown rapidly, allowing individuals to share experiences and socialize with each other. From initially being exclusively for participation by Harvard students, Facebook, according to recent estimates, now has more than 60 million users worldwide. The popular press has been swift to document these successes, and it is tempting to conclude that
online communities have great potential. Yet, their diversity, in terms of objectives, typology of organization, production and reasons behind individuals' use of them, is becoming obvious.

Volume 15
Issue 2
Pages 115–123

Conference Proceeding

In the club: Human and social capital of leaders in free and open source software communities

Academy of Management Proceedings 1 (August): 1–6
Abstract:
Subject(s): Human resources management/organizational behavior
Keyword(s): Human capital, infrastructure, open source software, leaders, leadership, management, technocracy
Volume 1
Issue August
Pages 1–6
ISSN 2151-6561 (Online) 0065-0668 (Print)