The organizational innovation lab

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Table of contents

1. Introduction
1.1 Research background
1.2 Research problem and goal
1.3 Methodology
1.3.1 Action research approach
1.3.2 Multimethodology design
1.4 Contributions
1.5 Thesis structure
2. Innovation labs: the concept, their nature, the constellation
2.1 The nature and definitions of the innovation lab phenomenon
2.2 Innovation labs as the facilitators among the intermediaries of innovation
2.3 The various manifestations of the lab phenomenon
2.4 The constellation of innovation labs: a bibliometric outlook
2.4.1 Search strategy and methodology
2.4.2 Results and keyword network visualization
2.4.3 Cluster analysis
2.5 Toward a research agenda on the management of innovation labs
2.6 Conclusion
3. Design and management of innovation labs
3.1 The organizational innovation lab
3.2 Functional roles of innovation labs
3.3 Designing and managing innovation labs
3.4 A framework comparison for the design of innovation labs
3.5 Conclusion
4. Strategic Intent
4.1 The concept of strategic intent
4.2 Stating or building a strategic intent
4.3 Strategic intent, innovation and innovation labs
4.4 Understanding and unfolding strategic intent
4.5 Conclusion
5. Understanding innovation lab intent: toward a performance assessment tool 
5.1 Setting up an exploratory study
5.2 Defining an innovation lab conceptual framework
5.3 Framework operationalization: proposition of a strategy-oriented maturity grid
5.3.1 Strategic Intent
5.3.2 Process of creation
5.3.3 Physical Embodiment
5.3.4 Process of use
5.3.5 Outcomes
5.4 Testing the assessment tool
5.4.1 Design of the instrument and data gathering
5.4.2 General characterization of surveyed labs
5.4.3 Application of the instrument: a cross case analysis
5.5 Innovation lab framework and assessment tool implications
5.6 Conclusion
6. Unfolding Innovation Lab Intent: a multi-case process perspective
6.1 Multi-case study research design
6.1.1 Research method
6.1.2 The cases
6.1.3 Case selection
6.1.4 Data collection and analysis
6.2 Results and main observations
6.2.1 Case IX
6.2.2 Case XVIII
6.2.3 Case VI
6.3 Unfolding the strategic intent of innovation labs
6.3.1 Stage 1: Finding purpose
6.3.2 Stage 2: Switching perspective
6.3.3 Stage 3: Emphasizing context
6.3.4 Stage 4: Building consistency
6.4 Discussion
6.5 Conclusion
7. Exploring team roles and competences for innovation labs
7.1 Innovation lab management teams
7.1.1 Competence and Innovation Labs
7.1.2 Innovation teams and roles
7.2 Toward a Competence-based Role Model for Innovation Lab Teams
7.2.1 Methodological approach
7.2.2 Proposition of a Competence-based Role Model
7.3 Application of the role model through a self-assessment approach
7.3.1 Tool design: a self-assessment approach
7.3.2 Sample and data collection
7.3.3 Instrument internal consistency
7.3.4 Competence self-assessment results
7.4 Findings and discussion
7.4.1 A cross examination of retrospective results
7.4.2 Discussion
7.5 Conclusion
8. Conclusion
8.1 Contributions
8.2 Implications
8.3 Limitations
8.4 Perspectives
Appendix A. Comparison of methods and contributions
Appendix B. Maturity grids for the innovation lab framework
Appendix C. Insights from International Survey
Appendix D. Prospective workshop canvas
Appendix E. Semi-structured interview guideline
Appendix F. Interview characterization
Appendix G. Role model operationalization
Appendix H. Scientific dissemination and publications
Appendix I. Summary in French
Bibliography