Roles for managing in mobile service development nets

The Evolution of Intermediary Activities: Broadening the Concept of Facilitation in Living Labs

“…Previous research has approached the topic of intermediation in living labs mostly through cross-case comparisons of multiple organizations participating in multiple projects and networks (e.g., Heikkinen et al, 2007;Nyström et al, 2012). Because of this approach, the granularity of the findings has remained coarse and has resulted in "naming theory" of identifying lists of "actor roles".…”

“…Such research has focused on communities of practice and boundary objects (Johansson & Snis, 2011), living lab actors' roles and role patterns (Nyström et al, 2014; Box 2), living lab networks' modes of coordination and participation (Leminen, 2013), functions and roles of public open innovation intermediaries (Bakici et al, 2013), strategic capabilities of living labs (Katzy et al, 2013), paradoxical tensions in living labs (Leminen et al, 2015), complexity in the stakeholder interactions (Pade-Khene et al, 2013), and possibilities of social and cognitive translation between stakeholders (Svensson & Ebbesson, 2010). Part of this work has been attempts to also identify the roles of intermediary actors in living labs (Heikkinen et al, 2007;Nyström et al, 2014; see Box 2).…”

“…Previously identified actor roles (Heikkinen et al, 2007) 1. Webber: Acts as the initiator; decides on potential actors 2.…”

Actor Roles in the Service Development Process

“…Another study of the development process from a network perspective was conducted by Heikkinen et al (2007), who drew on so-called "role theory" to identify 12 distinct management roles in the development of a business network. Using such criteria as whether a task was "radical" (or "incremental") and whether it was "expected" (or "emerging"), the authors identified the following roles: Webber, Instigator, Producer, Facilitator, Gatekeeper, Entrant, Aspirant, Planner, Compromiser, Advocate Auxiliary, and Accessory Provider.…”

An activities-based approach to network management: An explorative study

“…Some authors argue that networks are emergent and cannot be managed (Podolny & Page, 1998;Powell, 1990), while others posit that they can be managed (Heikkinen et al, 2007;. Our study suggests it depends on the network: basically coordinated networks can only be managed in a limited way, but reward-and control-oriented networks can be managed, although through very different mechanisms.…”