Leading Open Innovation
The leadership of open innovation in global environments faces firms with a range of unexplored challenges. Funded by the Peter Pribilla Foundation, the project explores the antecedents and consequences of a firm’s ability to draw innovation from widely distributed sources, not only within the organization but beyond organizational control. We use specific examples of currently successful open innovation to highlight key aspects of the innovation process, including search strategies, cultural challenges, local leadership of innovation, and corporate leadership systems.

Exploring Leadership Systems
Effective leadership is a key determinant of a firm's long-term ability to innovate. In order to fully realize their managers’ and top-managers’ leadership potential companies invest highly in leadership development and the design of management systems and leadership frameworks. These frameworks, instruments, tools and systems that drive today’s corporations are, however, confronted with 3 major innovation challenges: the “Control Challgenge” to bridge between an organization’s overall stability and flexibility, the “Ambidexterity Challenge” to bridge between continuous and discontinuous innovation, and the “Boundary-spanning Challgenge” to bridge between closed and open innovation. Exploring and understanding how to best address these challenges will provide the basis for designing future leadership systems, that will reach far beyond current industry standards.

Identifying Leadership Activity Patterns
Innovation technology is changing the nature of managerial work, making it possible to provide timely, detailed information to different individuals, and networks increasingly develop across vertical, horizontal and geographical boundaries in and outside organizations. This project takes a fresh perspective on managerial work by looking at the tools and technologies used in senior executive’s environments.