Distinguishing Innovation Portfolio Configurations in the Knowledge-Intensive Organization

Abstract

For several decades extant guidelines have been formulated to prescribe the best approaches to innovation portfolio management (IPM) in organizations that rely on research and innovation to compete in the market. More recent review studies on the field of IPM show that practice is evolving rapidly to accommodate for digitalization. Empirical data is collected from six Nordic organizations that are knowledge-intensive and all rely on digitalization in value creation. In an attempt to buffer uncertainty under varying circumstances, the organizations apply different approaches to structural elements such as interdependence and coordination. For example, in organizations facing reciprocal interdependence, and generally complex circumstances, action is coordinated through mutual adjustment. In light of the findings, we propose three configurations of product, platform and problem portfolios, relating these to the technology typology proposed by Thompson (1967).