Product Development in the

Wood Industry
- Breaking Gresham’s Law

Matti Stendahl
Faculty of Forestry
Department of Forest Products
Uppsala

Doctoral Thesis
Swedish University of Agricultural Sciences
Uppsala 2009
Acta Universitatis agriculturae Sueciae
2009:3

Cover: window component

(photo: SCA Timber)

ISSN 1652-6880
ISBN 978-91-86195-50-2
© 2009 Matti Stendahl, Uppsala
Print: SLU Service/Repro, Uppsala 2009
Product Development in the Wood Industry – Breaking
Gresham’s Law.

Abstract
It is common advice from strategy consultants that companies in the wood industry
should increase their rate of innovation in order to survive global competition.
Neither consultants nor academics, however, provide much advice on how this is to
be achieved. For example, what resources are crucial for product innovation to take
place and are current organizational structures suitable for development work?
In this study, the product development processes of companies in this industry
were examined. Product development was defined as the span of activities leading
to products that are new to the firm, but not necessarily new to the market. The
study combined the resource-based view of the firm and the organizational
capabilities approach with innovation management theory. Thematic coding was
used to analyze the comprehensive information obtained from semi-structured
interviews with 19 product development experts in the industry. In addition, binary
logistic regression, factor analysis and multiple regression analysis were used to
analyze data obtained from structured interviews with 110 strategic business unit
(SBU) managers in the industry.
The product development processes in the investigated firms were informal and
flexible, with an approach that emphasized testing and feedback procedures. The
occurrence of recent product development projects among the investigated SBUs
was positively influenced by the educational level among white-collar workers in
these SBUs. Furthermore, the perceived level of success in product development
projects in these SBUs was positively influenced by well-defined project targets and
strong project leadership. The influence of customer involvement on project
success, however, was more complex than expected – a finding that calls for further
research on this topic. Finally, resource constraints, high pressure from daily
operative work, and the ensuing difficulty of prioritizing development work were
the most important perceived barriers to product development in this industry.
Thus, promoting long-term innovative work in an environment focused on short-
term management of operations is a true challenge for wood industry managers.

Keywords: forest sector, wood industry, sawmilling, innovation, product

development, strategic management, organization science, resource-based view

Author’s address: Matti Stendahl, slu, Department of Forest Products,

P.O. Box 7008, SE-750 07 Uppsala, Sweden.
E-mail: [email protected]
“Jägmästare är som potatis. Man kan ha dem till allt.”
Jan-Erik Hällgren, Dean of the Faculty of Forestry, SLU.

4
Contents
List of Publications 9

1 Background and purpose of the study 11

1.1 ‘Talk of the trade’ 11
1.2 Short introduction to the topic of the study – and why it was chosen 11
1.3 Current position and future development of the Swedish and Finnish
wood industry 16
1.3.1 A traditional industry heavily influenced by business cycles 16
1.3.2 Globalization offers new markets but increases competition 18
1.3.3 Sharpened competition for raw-material 18
1.3.4 New possibilities challenges old competences 19
1.3.5 Future development: a need for innovation 20
1.4 The state of innovation research in the wood industry 21
1.5 The need for this study 22
1.6 Purpose of the study 23
1.7 Implementation of the study 24
1.8 Ontological and methodological positioning 27

2 Theory 31
2.1 Basic definitions and perspectives on innovation research 31
2.1.1 Basic definitions 31
2.1.2 Perspectives in research about innovation 32
2.2 The strategic management perspective 35
2.2.1 What is strategy? 35
2.2.2 The resource-based view of the firm 36
2.2.3 The organizational capabilities approach 39
2.2.4 Strategic Fit and the contingency perspective 41
2.2.5 The dynamic capability view and the importance of innovation 43
2.3 Innovation 46
2.3.1 The concept of innovation 46
2.3.2 Drivers of innovation 48
2.3.3 Product development models 50
2.3.4 A resource-based perspective on product development 52
2.4 Innovation management 54
2.4.1 Introduction 54
2.4.2 Challenges of innovation work I: The innovation dilemma 55

5
 2.4.3 Challenges of innovation work II: The path-dependency of
resources and capabilities 56
2.4.4 Challenges of innovation work III: Coping with uncertainty 57
2.4.5 Mastering the challenges of innovation work I: To be more
innovative 59
2.4.6 Mastering the challenges of innovation work II: To innovate more
effectively 60
2.5 Theoretical framework of the study 63

3 Method 65
3.1 Introduction 65
3.2 The qualitative study 66
3.2.1 Introduction 66
3.2.2 Population and sample 66
3.2.3 Data collection 67
3.2.4 Data analysis 69
3.2.5 Measures to improve validity and reliability 71
3.3 The quantitative studies 71
3.3.1 Introduction 71
3.3.2 Population and Sample 72
3.3.3 Data Collection 73
3.3.4 Data analysis 77

4 Findings 83
4.1 Introduction 83
4.2 Drivers, strategic objectives, outcomes and antecedents of product
development 84
4.3 The product development process and its key success factors 84
4.4 Barriers to product development 85

5 Discussion and conclusions 87

5.1 Introduction 87
5.2 Reliability, validity and limitations of the study 87
5.3 Discussion of findings in the light of the literature and suggestions for
further research 90
5.3.1 Drivers, strategic objectives, outcomes and antecedents of
product development 90
5.3.2 The product development process and its key success factors 92
5.3.3 Barriers to product development 95

6
5.4 Implications for practitioners – recommendations for innovation
management in the wood industry 96
5.4.1 Introduction 96
5.4.2 Recommendations for increased product development activity 96
5.4.3 Recommendations for increased product development
effectiveness 98

References 101

Acknowledgements 111

7
8
List of Publications
This thesis is based on the work contained in the following papers, referred
to by Roman numerals in the text:

I Stendahl, M., Roos, A. & Hugosson, M. (2007) Product development in

the Swedish and Finnish sawmilling industry – a qualitative study of
managerial perceptions. Journal of Forest Products Business Research. [online]
4: 1-24. Available from: http://www.forestprod.org/jfpbr-online.html

II Stendahl, M. & Roos, A. (2008) Antecedents and barriers to product

innovation – a comparison between innovating and non-innovating
strategic business units in the wood industry. Silva Fennica 42(4): 659–
681.

III Stendahl, M. (submitted manuscript) Management of product

development projects in the wood industry.

Paper I is reproduced with the kind permission of the Forest Products

Society. Paper II is reproduced with the kind permission of the Finnish
Forest Research Institute and the Finnish Society of Forest Science.

9
The contribution of Matti Stendahl to the papers included in this thesis was
as follows:

I In paper I, Stendahl was responsible for design and implementation of the

study and was the main author of the paper. Roos assisted throughout the
study, especially in data analysis and review of earlier versions of the
paper. Hugosson reviewed the emerging manuscript and contributed
with valuable suggestions on the contents.

II In paper II, Stendahl was responsible for design and implementation of

the study and was the main author of the paper. Roos assisted throughout
the study, and was responsible for a part of the data analysis and
accompanying writing of results.

III In paper III, Stendahl was responsible for design and implementation of
the study and was the main author of the paper.

10
1 Background and purpose of the study

1.1 ‘Talk of the trade’

“Unfortunately, I must say that there has been very little product
development in the industry. […] Much more product development and
design is needed in the companies to meet the demand of customers” (Lars-
Göran Sandberg, CEO Timwood AB, cited in IVA Aktuellt No. 2, 2003).

“A brave, new world of products” (Lennart Wilhelmsson, development

director SCA Timber AB, cited in SCA Timber News No. 1, 2005)

“Swedish forestry and forest industry are at the forefront. This has served
the country well so far. To keep the lead, the way forward for the Swedish
forest sector is a development towards products with more added value and
identification of new business opportunities based on the forest as a
resource.” (Marie S. Arwidson, CEO Swedish Forest Industries Federation,
cited in a press release from NRA-Sweden 20 Nov. 2006).

1.2 Short introduction to the topic of the study – and why it was
chosen
This is a study of innovation, or, more precisely, of product development, in
the Swedish and Finnish wood industry. My interest in this topic is
primarily based on two factors: First, my four years as a sales representative at
SCA Timber AB (from 2000 to 2004) provided me with plenty of practical
experience with product development in the wood industry context. I
encountered challenges connected to business strategy as well as to the
organization of development work that triggered in me a personal interest in

11
innovation management. Secondly, as will be further explained in section
1.3, innovation and product development form a contemporary ‘hot topic’
among practitioners in the Nordic wood industry. It is common advice from
strategy consultants that companies in this industry should increase their rate
of innovation in order to survive global competition. Consultants and
academics, however, provide little advice on how this is to be achieved. For
example, what resources are crucial for innovation and are current
organizational structures suitable for development work? Based on this
connection to, and interest in, industry practice, a special driving force
throughout this project has been to produce knowledge that could be
valuable for industry practitioners.
To begin with, what is innovation and product development? In
addition, what types of companies constitute the Swedish and Finnish wood
industry? A classic definition of innovation is that it is comprised of the
generation, acceptance, and implementation of new ideas, processes,
products, or services (Thompson, 1967). In this study, the definition found
in the Oslo Manual is used (OECD/Eurostat, 2005): a product innovation is
the introduction of a good or service that is new or significantly improved
with respect to its characteristics or intended uses. This includes significant
improvements in technical specifications, components and materials,
incorporated software, user friendliness or other functional characteristics. A
process innovation is the implementation of a new or significantly improved
production or delivery method. This includes significant changes in
techniques, equipment, and/or software. A marketing innovation is the
implementation of a new marketing method involving significant changes in
product design or packaging, placement, promotion or pricing. An
organizational innovation is the implementation of a new organizational
method in the firm’s business practices, workplace organization, or external
relations. In this study, product innovation is in focus and product development
is used as a term for the span of activities leading to, or that are intended to
lead to, product innovations (OECD/Eurostat, 2005). A product is defined in
this study as a good or a combination of a good and service, that is to say,
innovations in services alone were not included.
Product development includes many different activities. According to
Trott (2005, p. 15), however, most scholars agree that the innovation
process consists of the following basic phases:

theoretical conception + technical invention + commercial exploitation

12
 Theoretical conception is the stage where an idea is born and formulated
conceptually. Technical invention occurs when the concept is converted
into a tangible new artifact (e.g., a good, a service, or a process) with the
help of science and technology. Commercial exploitation is when the new
artifact is adapted to fit the need of users and introduced to the market
(ibid.). This conception also marks the difference between invention and
innovation clearly – invention is a necessary but not sufficient part of the
innovation process.
The definition of innovation includes the concept of newness. Newness
is, however, a relative quality. In this study, the requirement for an idea,
process, or product to be considered new, and thus qualify as an innovation,
is that it be new or significantly improved with respect to its characteristics
or intended uses in the eye of the beholder. In this study, the focus is on
companies and business units, which implies that innovations are ideas,
processes, products, or services that are new to the participating companies
or business units. This relative view on what qualifies as an innovation is
conventional in European studies of innovation, for example the
Community Innovation Survey (CIS) (OECD/Eurostat, 2005).
The term wood industry is used in this thesis as a label for companies with
their main activities in sawmilling (SNI 20101/TOL 20100), planing (SNI
20102/TOL 20100) and preservative treatment of wood, that is, wood
1,2
impregnation (SNI 20103/TOL 20100) . The wood industry is a part of
the wood products chain in the forest-based sector. According to FTP, (the
European forest-based technology platform), the forest-based sector accounts
for 8% of manufacturing added value in the European Union (EU) and
provides between three and four million industrial jobs (CEI-Bois et al.,
2008). Forests play a number of significant roles in European society. In
addition to the production of versatile and renewable materials, forests
provide a range of ecosystem services that meet important needs in society.
The sector’s activities can be categorized in five major value chains (ibid.):

• the paper chain

1
SNI (Sweden) and TOL (Finland) are the industry classification systems used by
government statistics bureaus in the two countries. The classification systems are based on
the European standard NACE. In this thesis, the 2002 versions of SNI and TOL are used,
which are based on the European standard NACE Rev.1.1.
2
The SNI/TOL category ‘sawmilling’ includes companies active in production of sawn
goods. The SNI/TOL category ‘planing’ includes companies active in production of
flooring, panels, mouldings, blanks, and components. The SNI/TOL category ‘wood
impregnation’ includes companies active in production of impregnated boards and utility
poles.

13
• the wood products chain
• the bio-energy chain
• the wood-based chemicals chain
• services and non-wood products from forests.

The activities and product scope of the wood products chain are
illustrated in Figure 1 below.

Timber harvesting
• Felling
• Cutting to length
• Grading and sorting logs

Primary processing Primary processing Primary processing

• Veneer production • Production of lumber and • Utility pole production
residuals such as chips and (preservative treating of
sawdust (sawmilling) logs)

Further-processing of Further-processing of lumber and residuals

veneer • Production of flooring, panels, mouldings
• Plywood production (planing of massive lumber)
(from veneer) • Production of blanks and components
(planing and/or cutting and/or gluing of
lumber)
• Impregnated boards production
(preservative treating of massive lumber)
• Other lumber modification (e.g., heat
treatment)
• Production of advanced EWPs (e.g.
Gluelam, Edge-glued panels)
• Element production (e.g., beam-and-joist
systems, modules, solid wood sections)
• Production of particle and fibre boards from
residuals (e.g., OSB, MDF)

Wood-consuming manufacturing industry,

construction industry and the retail
• Joinery industry
• Furniture industry
• Construction industry
• Packaging industry
• Retailers and wholesalers

Figure 1. Overview of activities and product flow in the wood products chain. The activities
of the wood industry, as defined in this thesis, are underlined. Adapted from Sande (2007, p.
108) and modified by the author. Arrows indicate the basic direction of the product flow.
However, some products can go directly from early steps in the chain to later steps without
necessary passing through all steps on the way. The product flow excludes the flow of chips,
dust and bark that is sold to pulp mills, pellet producers, heating plants and power plants.

14
In 2006, the Finnish wood industry consisted of 1 025 enterprises, had a
total turnover of MEUR 3 792, and employed 8 990 persons (Statistics
Finland, 2008). In the same year, the Swedish wood industry consisted of
1539 enterprises, had a total turnover of MSEK 33 514 (MEUR 3 604), and
employed 13 945 persons (Statistics Sweden, 2008).
Sawmills are major players in the wood products chain. They also play an
important role in the forest-based sector as a whole because of their high
ability to pay for saw logs and thereby finance silviculture. According to
Thörnqvist (2002), about 70% of the Swedish forest owners’ revenue comes
from sales of saw logs. Sawmills also act as an important supplier of raw
material for the pulp and paper industry and the energy industry. In
conventional Nordic softwood sawmills, about 50% of the wood volume is
processed into wood chips and sawdust that is partly sold to pulp mills and
bio-energy and pellet plants (Staland et al., 2002). The other two focal
categories of companies in this thesis – planing companies and wood
impregnation companies – are often closely connected to sawmills in the
value chain, either as part of an integrated industry unit or as close customer
partners. The production process of the sawmilling industry is illustrated in
Figure 2 below.

Sorted logs Sorted logs Unsorted logs

Log sorting

De- Bark residue

barking

Boiler
Log Chip and dust residue
Chip and dust
break-
residue
down
Heat

Primary grading
Kiln drying
Final grading or further-processing (e.g.,
planing, preservative treatment) and packaging.

Figure 2. The production process of the sawmilling industry. Illustration: Hans Fryk.

15
Finally, there are a couple of different study units in this study. Aspects of
product development have been studied on company- (article I), strategic
business unit- (article II), and project-level (article III). A strategic business
unit (SBU) was defined as “an organizational unit which has responsibility
3
for its profitability and, within given frames, formulates its own strategy“ .
Accordingly, a company can include several SBUs. More on this can be
found in the methods section.
To summarize, this is a study of innovation management in the Swedish
and Finnish wood industry. The aim is to understand the mechanisms of
product innovation in this context and provide advice for the improvement
of product innovation practice.

1.3 Current position and future development of the Swedish and

Finnish wood industry
To provide background for the increased interest in innovation in the
Swedish and Finnish wood industry, this section presents a basic overview of
the current position and future development of the industry.

1.3.1 A traditional industry heavily influenced by business cycles

The Nordic wood industry has traditionally been focused on the effective
production of commodity goods (Juslin & Hansen, 2003). For example, the
product standards set up in the Swedish Green book, the Finnish Green
book and, subsequently, Nordic Timber (The association of Swedish
sawmillmen, the association of Finnish sawmillmen and the Norwegian
4
sawmillmens’ association, 1995) have significantly influenced the
th
production and trade of Nordic sawn goods during the later part of the 20
century (Juslin & Hansen, 2003). About 70% of the products from the wood
industry are consumed within the construction industry (CEI-Bois (ed.),
2004; Brege et al., 2004). A large share of the Nordic production has been
consumed within Europe. Agents and other middlemen have played a big
role in the marketing channel, which has resulted in poor communication

3
Similar definitions have been used by other authors, see, e.g., Narver et al., (2004) and
Juslin & Hansen (2003).
4
To facilitate sales and purchase of sawn wood, it is commonly sorted in classes based on its
features. Sawn wood can be characterized according to species, dimension, quality grade
(occurrence of knots and defects on a specific board), moisture content and degree of
processing. The Swedish and Finnish Green books and the Nordic Timber publication
provide standardized rules for the quality grading of sawn wood in classes adapted for
different end-uses. See Juslin & Hansen (2003, pp. 90-96) for further explanation of the
major grading systems used in the world trade of sawn wood.

16
and coordination between producers, further-processing industry and end-
consumers (Hansen et al., 2006; Hansen & Juslin, 2005). Now, however,
the role of middlemen is in a state of change. Value-creation is put in focus,
and even though business conducted through middlemen is a good solution
in some cases, a need for better information exchange with customers has
made direct business more common (Hugosson & McCluskey, 2008).
To match the consolidation in the retailing and industry customer
segments, and to achieve scale economies, consolidation has gained
momentum in the wood industry over the past decade. Lately, two ‘new’
globally oriented strategic groups have emerged in the wood industry: large
companies with a broad product portfolio and smaller, niche-oriented
companies (Korhonen & Niemelä, 2003). However, compared to the
cement and steel industry, the wood industry is very fragmented, and a large
share of the companies are quite small and domestically oriented (CEI-Bois
(ed.), 2004; Hansen et al., 2006; Korhonen & Niemelä, 2003).
The profitability of the industry has generally been on a low level but has
also shown heavy fluctuation over time. The business cycle of the
construction industry is an important determinant of the demand for wood
products. For example, in 2006, house construction in the U.S. fell sharply
as a result of credit losses, tougher lending standards, higher interest rates and
a weakening economy. As a consequence, wood prices dropped to their
lowest levels since 1991 (UNECE/FAO, 2008). At the same time,
European markets boomed and prices of wood reached record levels (ibid.).
At present, though, a dramatic recoiling has driven the European market
back to lower levels and production curtailments are common (ibid.).
Information uncertainties and production lead times cause the demand
fluctuations in the construction industry to transplant to preceding parts of
the supply chain with increasing amplitude at each progressive location, a
phenomenon termed the ‘bullwhip effect’ (Forrester, 1958). It is also the
belief of the author of this thesis that the fluctuations are reinforced by
speculation by actors of the supply chain. Downstream customers build
inventory in times of increasing wood prices and rely on short-term spot
purchases in times of decreasing prices.
As a contrast to the short-term fluctuations in the construction industry,
the underlying economical growth in the UNECE region is on a low but
solid level. Growth was at 3.2 percent in 2007, and economic growth was
present in all countries (UNECE/FAO, 2008). However, annual growth
rates of wood consumption have been estimated at 1 percent (CEI-Bois
(ed.), 2004), a figure well below the general economic growth rate
presented above.

17
1.3.2 Globalization offers new markets but increases competition
In a situation similar to that of the situation in the manufacturing industry in
general, wood product markets has internationalized during the late part of
the 20th century as a result of decreased trade barriers, reduced freight costs
and increased use of IT. This has opened up possibilities for exports for
European firms, for example in the sawn softwood segment, where the
3
European export surplus amounted to approximately 11 million m in 2002
(CEI-Bois (ed.), 2004). However, uncertain developments regarding
currency exchange rates, increased competition from low-cost regions (e.g.,
South America, Russia, Eastern Europe, and Asia) and substitute materials
also presents a threat for the European wood industry connected to this
internationalization. The European furniture sector, an important customer
for the Swedish and Finnish wood industry, for example, has experienced
severe competition from China, which recently became the world’s largest
exporter of furniture (UNECE/FAO, 2008).

1.3.3 Sharpened competition for raw-material

The supply of logs from the forestry sector to the European wood industry
exhibits a stable trend (Korhonen & Niemelä, 2003). During the recent
decade, however, several storms have caused severe storm-fellings, which
has resulted in large volumes of low-quality cheap timber that have reached
the markets. Storms increase the supply of logs temporarily, but negatively
affect the harvesting potential in the medium term. Furthermore, Russia,
which is a big exporter of saw logs to Europe (especially Finland) and Asia,
implemented policies to develop its forest sector in 2006. To improve
domestic value-adding, export duties on roundwood were raised, which
negatively influenced the profitability of importing logs into Europe
(UNECE/FAO, 2007). The export duties are to be raised gradually until
2009 (until 2011 on birch pulpwood) and the industry is preparing for a
situation where Russian roundwood exports are completely halted (see, for
example the press release by StoraEnso 10 september 2008 at
www.storaenso.com).
At the same time as the supply is tightening, the production in the
European sawmilling and paper industry is at a high level. In combination
with an increasing demand for wood from the energy sector, the
competition for wood raw material has sharpened in the European forest-
based sector (UNECE/FAO 2008). This has caused the price of logs to rise
considerably in Europe during recent years. Because a large share of the
production cost of sawmills (60-70% according to Alkbring, 2003, p. 162)
consist of costs for logs, this has considerable short- and long-term

18
consequences for the wood industry. The industry advocates the necessity of
mobilizing more wood from the forests, something that many times is in
conflict with other interests of the society, like conservation and recreational
needs. Many countries have made a long-term political commitment that
goods and services should provide economical, social and environmental
benefits on a sustainable basis while not diminishing the future generations’
freedom of action (The World Commission on Environment and
Development, 1987).
As a consequence of the increased interest for sustainability, the
certification of forestry and forest products according to environmental
standards is more common nowadays (Korhonen & Niemelä, 2003; Kärnä,
2003). In 2007, certified forest area amounted to 292 million hectares,
which equals 7.6 % of the global forest area (UNECE/FAO, 2007). In
Western Europe, 50% of the forest area is certified, in North America about
one third is, and in Africa and Asia only 0.1% is (UNECE/FAO, 2008).

1.3.4 New possibilities challenges old competences

As the supply of logs tightens and the global competition sharpens, the
competitive pressure felt in the wood industry increases. However, a ‘new’
interest in modern and environmentally friendly methods of construction
and refurbishing entails a great possibility for the industry to increase its
markets shares through value-adding (Brege et al., 2004).
The Construction Products Directive published by the European Union
in the 1980’s changed the focus of the national building codes from
specifications regarding the type of materials used in construction to
specifications regarding the performance of the materials used (for example,
see the new national building codes in Sweden in 1995). As a consequence,
regulatory barriers to the use of wood in construction have decreased.
Functional product requirements (institutional, technical and economic),
rather than regulatory requirements, are now the main barriers to the
increased used of wood in construction in Europe (Nord, 2005; CEI-Bois
(ed.), 2004).
In the construction industry value chain, the actors have historically
striven towards maximization of their own value, not considering the effects
on the efficiency of the value chain as a whole (Nord, 2005). Recently,
however, there has been an increased focus on cooperation and on the
maximization of total value. The idea is that modern methods of
construction and lean production thinking (e.g., modular design, off-site
component manufacturing, and just-in-time delivery) will increase the
profitability of all actors in the value chain (ibid.). Wood-based construction

19
solutions have many advantages for off-site component manufacturing (e.g.,
light weight, which makes transporting of prefabricated modules easier) and
are energy-efficient both in production and operation (Björnfot, 2006;
Sardén, 2005).
In the single-family housing segment, wood-based construction is very
common in Sweden and Finland. In Sweden, companies such as Martinsons,
Lindbäcks Bygg and Derome have developed timber-based building systems
for multi-family housing as well. In 2008, approximately 15% of all
apartments in multi-storey residential construction are being built with
timber frame (The national office of wood construction, press release 13
Nov. 2008). The increased focus by the construction industry on eco-
effective modern methods of construction has also resulted in sharpened
demands on the suppliers to this industry. Wood product suppliers are
required to take larger responsibility for product development, production
and just-in-time delivery of building material components to the factory or
the construction site (Nord, 2008).
In the retail segment (builders merchants and DIY), the recent trends
have involved a wide product range, competitive pricing, and product
design and user-friendliness. As a consequence, wood product suppliers are
faced with demands for large volumes and a wide range of ready-to-use
products in consumer-adapted packaging solutions. They are also required
to handle just-in-time distribution directly to stores and distribution centers
(Henningsson, 2005). In the furniture and joinery segment, companies have
moved down-stream, outsourcing their wood processing activities and
focusing on the assembly, design and marketing of system solutions.
Resulting demands on the wood product suppliers include just-in-time
delivery of customized blanks and components as well as technical and
marketing support (Fransson, 2005).

1.3.5 Future development: a need for innovation

To summarize, the Swedish and Finnish wood industry is under pressure
from increased competition in a global market, has relatively high costs for
raw material and personnel, and experiences sharpening demands from
customers. Real prices of wood products show a stagnating trend, as
illustrated for example by the real price of sawn wood exported from
Finland, which decreased 15 percent from 1997 to 2004 (Finnish Forest
Research Institute, 2005).
The interest in wood as an eco-effective material has, however, never
been greater (Upton et al., 2008; Gustavsson et al., 2006). The European
(including the Swedish and Finnish) wood industry is therefore in a ‘make

20
or break’ situation, and product development, together with promotion of
wood-based solutions and the maintenance of cost-effectiveness in
operations, are important ingredients in the recipe for future success (CEI-
Bois (ed.), 2004). Recent strategic developments involve continued
movement downstream in the value chain, especially by sawmilling
companies who become active actors in the construction and refurbishing
sector rather than plain producers of commodity sawn goods (Nord, 2005).
Some examples are the Swedish-based SCA Timber’s acquisition of a British
building products distributor (Henningsson, 2005) and the acquisition of the
construction company Plusshus by the Swedish sawmilling company Setra
Group AB (Jakobsson et al. (eds.), 2005).

1.4 The state of innovation research in the wood industry

Innovation has received much attention from researchers over the years.
With regard to the forest sector, however, the topic has only been briefly
explored (Kubeczko & Rametsteiner, 2002). According to Hansen et al.
(2006), research on innovation in the forest products industry can be
categorized according to thee main areas of interest: organizational
innovativeness (what are the determinants of innovativeness within
5
organizations?) ; new product development (how can a successful new product
best be developed?); and innovation systems (what composition of, and
interaction between, actors and institutions best facilitates innovation?).
Previous research on innovation in the forest products industry has
recognized the distinct categories of product, process and business systems
innovation (Hovgaard & Hansen, 2004). Among these types, researchers
have given the highest attention to process innovation (Hansen et al., 2006).
Regarding organizational innovativeness, findings from the wood industry
give no clear picture of what factors influence innovativeness (Hansen et al.,
2006). From recent studies, there is some evidence that organizational size
and market orientation can have a positive influence (Crespell et al., 2006;
Cao & Hansen, 2006; Wagner & Hansen 2006; West & Sinclair, 1991,
Cohen & Sinclair, 1990). Another recent contribution in this area is that of
Korhonen (2006) who studies the seemingly dual strategy of combining
innovativeness with cost-efficiency. She has found that a lack of slack
resources, a goal of lean centralized organizational designs, and an inward
communication climate were the main barriers to organizational renewal.

5
In this study, organizational innovativeness will be defined as the propensity to adopt or
create, develop, and implement innovations (Hansen et al., 2006). See section 2.1.1.

21
 Within the domain of new product development, very little research specific
to the wood industry exists (Hansen et al., 2006). This might be due to its
lack of a structured product development process (Hansen, 2006).
Interestingly enough, companies that employ a structured product
development process tend to be more innovative (Crespell et al., 2006). In a
study of new wood product commercialization, Bull & Ferguson (2006)
found that a market-driven product, flexible management, firm-wide
support, and the presence of an innovation champion (project leader)
increased the chances of successful commercialization. However, research on
product development in the wood industry is ‘a wide open field’, and
further research is needed (Hansen et al., 2006).
Until recently, the concept of innovation systems was not put into use by
forest sector researchers. Recent studies, however, found that the forest-
sector innovation system focuses mainly on process innovation and that
frameworks and policies to promote cross-sectional interaction could be
improved (Kubeczko et al., 2006; Rametsteiner et al., 2005). An analysis of
the influence of policy on the effectiveness of innovation systems is currently
underway (e.g., in COST Action E 51). In addition, strategy consultants and
industry organizations are increasingly adopting the concept of innovation
systems and acknowledge its importance (CEI-Bois (ed.), 2004; Brege et al.,
2004).

1.5 The need for this study

Increased R&D, especially product development, is a clear ingredient in the
strategic visions set up for the industry by researchers and consultants
(NRA-council, 2008; Nord, 2005; CEI-Bois (ed.), 2004). Because strategy
is (or should be) unique for each individual firm (Baden-Fuller & Stopford
in DeWit & Meyer (eds.), 2004), one could discuss the validity of such
common strategic recipes (Alkbring, 2003). What qualifies as product
development can also be discussed. Is product development limited only to
‘new’ products – products never seen before? In addition, how ‘new’ does a
product have to be to qualify as a new product? As explained further in the
theory and methods sections of this thesis, this study takes a relative view of
newness, i.e., what qualifies as product development is specific to the
individual company. For the leading companies, product development can
involve ground-breaking new-to-the-world products, but for the majority
of companies it involves smaller (but still significant) changes to the current
product portfolio. As a consequence, this study focuses on the development
of products that are new to the individual firm, but not necessarily new to

22
the market. It is assumed, however, that the basic uncertainties and the
strategic and organizational mechanisms involved in the process are
reasonably similar in radical and incremental innovation (with some
exceptions that are further explained in the theory section).
Product development is often discussed from a strategic perspective by
industry experts. A common view is that product development is necessary,
and companies are advised to focus their efforts on it. Sometimes advice is
also given on what type of products should be developed. However, no
matter the type of development project, traditional strategies, organizational
forms and structures in the wood industry constitute barriers to such
development (Nord, 2005). In addition, conservatism among customers
might be another challenge (Korhonen & Niemelä, 2003). Running a
product development project in the wood industry can therefore be assumed
to be far from a straightforward process. Furthermore, in order for a business
to become and stay profitable, the maintenance of cost-effectiveness is truly
necessary - during innovation activities, too (Korhonen, 2006). Because
research on innovation in the wood industry has mainly concentrated on
process innovation (Hansen et al., 2006), scholars have limited advice to give
about how to manage product development in an effective way and
overcome these barriers. This study aims to further the knowledge about
product development in the wood industry and to provide insights that can
help managers make their companies’ product development process more
effective.

1.6 Purpose of the study

This is an exploratory study and, accordingly, its scope is rather wide. The
purpose is to further the knowledge about product development in the
wood industry, working from both a strategic and an operational
perspective. This is accomplished through theoretical and empirical studies
that are accounted for in three scientific articles and in this doctoral thesis.
The articles and the thesis have specific aims in themselves. One specific aim
of this thesis is to summarize the findings of my studies and synthesize them
with existing literature to construct valid and reliable recommendations for
innovation management that could be used by wood industry managers.
Very little other research on product development in the wood industry
exists (Hansen et al., 2006). Another aim is therefore to account for my
experiences in doing research on this topic, experiences that can hopefully
be of value to future scholars. A final aim of the thesis is to deepen the
theoretical and methodological texts included in the articles.

23
 The purpose of article I is to give a broad and basic overview of product
development in the wood industry. Article II deals with the first objective of
innovation management: to be more innovative. The focus is on identifying
factors that can increase product development activity in a company. Article
III deals with the second main objective of innovation management: to
innovate more effectively. In this case, the focus is on identifying factors that
positively influence the degree of success in product development projects.
The specific research questions for the articles are:

Article I (qualitative):
• What are the strategic objectives for product development?
• What are the outcomes of product development?
• What are the drivers of product development?
• What activities and actors are included in the product development
process?
• What are the key factors for successful product development?
• What are the most important barriers to product development?

Article II (quantitative):
• What organizational characteristics influence organizational
innovativeness, as manifested in the amount of product development
activity?
• What factors do managers perceive to be the most important barriers to
product development?

Article III (quantitative):

• What project management factors influence the degree of success in
product development projects?
• How does product newness affect this influence?

1.7 Implementation of the study

The studies accounted for in articles I-III and in this thesis were conducted
as a PhD project at the Department of Forest Products at the Swedish
University of Agricultural Sciences (SLU) between 2004 and 2008. Between
2004 and 2006, the study was a part of the SPWT research consortium
(Specific Properties, Competitive Ability and Advanced Conversion of
Nordic Scots Pine in Mechanical Wood Processing), a research consortium
in the Finnish-Swedish Wood Material Science and Engineering research
program. The research consortium was lead by Metla, the Finnish Forest

24
Research Institute, and dealt with the strategic rejuvenation of the Nordic
pine industry. The activities of the consortium were financed by the
Academy of Finland, the Finnish Ministry of Agriculture and Forestry,
Metla (the Finnish forest research institute), the University of Helsinki, SLU,
Woodfocus Ltd., and Setra Group AB. The consortium engaged several
researchers and PhD students at Metla, University of Helsinki, and SLU.
The main research questions concerned the physical properties of wood, the
market development and the organization of product development work in
wood industry companies. The research consortium was led by a steering
committee consisting of representatives from Metla, the universities and the
financing bodies. Annual expert group meetings were held in which
distinguished industry experts could reflect on the results of the consortium
as they progressed. The SPWT consortium concluded in 2007 and the final
results are published in the WMS final report (Poppius-Levlin & Johansson
(ed.) 2007).
The implementation of the present study is illustrated in Figure 3 as a
sequence of phases that took place between 2004 and 2008.

25
 Formulation of
general scope and
objective

Formulation of
research
questions and
method for the
qualitative study

Implementation of
the qualitative study

Formulation of
research questions
and method for the
quantitative studies

Implementation of the quantitative studies

Parental leave

Writing of the
doctoral thesis

2004 2005 2006 2007 2008

Figure 3. Implementation of the study.

The steps illustrated in Figure 3 contained the following activities:

1. Formulation of general scope and objective

- Literature study of the strategic position and development of the wood
industry
- Discussions within the SPWT research consortium

2. Formulation of research questions and method for the qualitative study

- Literature study of business strategy, management of innovation and
qualitative research method
- Writing of research plan for the qualitative study

26
3. Implementation of the qualitative study
- Semi-structured interviews with 19 product development managers in
Swedish and Finnish wood industry companies
- Analysis of results and report writing (Article I)

4. Formulation of research questions and method for the quantitative studies

- Literature study of business strategy, management of innovation,
quantitative research method and consideration of the results from the
qualitative study
- Writing of research plan for the quantitative studies

5. Implementation of the quantitative studies

- Structured telephone interviews with 110 SBU managers in Swedish and
Finnish wood industry companies
- Analysis of results and report writing (Article II and III)

6. Writing of the doctoral thesis

- Literature study of business strategy and management of innovation, along
with consideration of the results from the qualitative and quantitative studies
- Writing of the doctoral thesis

1.8 Ontological and methodological positioning

In scientific work, one aim is to draw conclusions about the functioning of
nature and society. From an intra-science perspective, there are two main
logical approaches to drawing conclusions: induction and deduction
(Johansson 2003, p. 213). The inductive approach means that the researcher
starts by collecting empirical data and draws conclusions based on recurrences that
seem to be reliable. This approach characterizes the ontological school called
‘logical positivism’, developed by natural scientists in Vienna in the 1920s
(ibid., p. 215). The deductive approach implies that the researcher tests
hypotheses that have been logically generated from existing theory. This
approach is the basis of the hypothetical-deductive approach to science,
which is based in the ‘falsification’ school developed by Karl Popper (also a
natural scientist) in the 1920s and 1930s (ibid., p. 215). In more detail, the
hypothetical-deductive approach to science implies that the researcher (ibid.,
p. 53):

• formulates a hypothesis

27
• extracts empirically testable statements from the hypothesis
• investigates the correctness of the empirically testable statements through
experiments or observation
• concludes that the hypothesis is strengthened or weakened depending on
the correctness of the empirically testable statements.

Even though the hypothetical-deductive approach seems rather technical

and most appropriate for natural science, it can be argued that if the
researcher begins with some sort of theoretical conception of the research
problem, which normally is the case, the basic principles of this approach are
valid for social science as well (even for low-structured research, e.g.,
qualitative case-studies). It is even a commonly held opinion that the
hypothetical-deductive approach to conclusion-drawing is what constitutes
science in general (ibid., p. 48).
However, the basic logic of the hypothetical-deductive approach, that is,
Popper’s principle of falsification, has been criticized. Some science theorists
have questioned the possibility of the ultimate falsification of a theory
because hypothesis-testing requires that the observations or experiments used
to test the hypothesis be held as valid and reliable, and because this
assumption is something that can be doubted in most research situations.
This is because observation and experiments are dependent both on
theoretical conceptions and on the reliability of measurements. The
implication is that it cannot be proved whether a false hypothesis or an
invalid observation was the cause of the falsification (ibid., p. 217). One way
to get around this problem is to postulate certain basic theoretical and
methodological clauses and assume these to be correct. If these basic clauses
are held to be true, and research is based upon them, hypotheses can be
tested through falsification. Basic clauses of this type can be termed a
‘paradigm’. The theory about research within paradigms was developed by
Thomas Kuhn in the 1960s (ibid., p. 219). Even with the support of a
paradigm, however, it is very difficult to avoid all uncertainty surrounding
the individual researcher’s possibilities of falsifying a theory. The scientific
community has therefore adopted a collective approach to knowledge
creation: knowledge is not what is advocated by a single researcher, but
what is accepted as knowledge by the group of researchers active on the
front lines of the focal research area (ibid., p. 229). In this way, individual
researchers do not produce knowledge but leave a contribution to the
knowledge-generation of the scientific community. Scientific discourse and
peer review before publication play a large role in this collective knowledge
creation. To summarize, a researcher who applies the basics of the

28
hypothetical-deductive approach and participates in the scientific discourse
within a paradigm can be said to be active in normal science (Kuhn, 1962),
and to thereby be contributing to the production of knowledge as we see it
today.
Some argue that induction and deduction are intra-science perspectives
on knowledge production (i.e., that they concentrate on the interaction
between theory and empirical data) and leave the practical application of the
theoretical and empirical analysis out of the discourse. As a consequence,
when it is of interest to the researcher to make connections between
research and practice, an alternative ‘externalist’ approach, abduction, is
instead suggested (Kirkeby in Andersen (ed.), 1994). The ‘externalist’ label
refers to the consideration in research of social and political dimensions,
meaning that guiding norms and resulting consequences of research are
given bigger room in comparison with the more narrow pursuit of the
‘absolute truth’ that guides intra-science approaches (Wigblad 2008).
Abduction is characterized by a departure and arrival in a practical situation
(problem and solution, respectively) and knowledge-production through
reflection on reliable experience (ibid.; Schön, 1983). Abduction is a
common approach among researchers with reflected practical experience
from the research field or researchers that have close connections to
practitioners during the research process, i.e., that are ‘familiar’ with the
research area (Wigblad, 2008).
Wigblad (2008) points out that induction, deduction and abduction
strictly speaking are ideal types of knowledge production approaches. Most
research is, in practice, influenced by all parts of these basic perspectives.
This is also valid for this study. Theory about strategy, organization and
innovation in companies has influenced data collection and analysis, and
findings have been compared to existing knowledge, an approach basically
in line with the hypothetical-deductive method. However, inductive
elements have also been present in the work, especially in the qualitative
study. It is also my belief that the origin of many theories and models in the
innovation literature is the result of observations of company behavior, that
is, knowledge generated through induction. In addition, the study has also
followed the central principle of the abduction approach, namely departure
and arrival in a practical situation. As pointed out in section 1.2, even
though other researchers are considered to be an important target group for
this research, a special driving force through the study has been to produce
knowledge that is valuable for industry practitioners.
In addition to the element of abduction that influences this study, traces
of what Wigblad (2008) calls ‘familiarity’ with the research area can be

29
found. As declared above, ‘familiarity’ is characterized by an abduction
approach to knowledge-creation and a researcher with reflected experience
from the research area or very close cooperation with practitioners during
the research process. This study is influenced by ‘familiarity’ partly because I
have practical experience pertaining to the research topic, and partly because
it was conducted within a research consortium (SPWT, see section 1.7) that
provided close relationships with experienced practitioners. The advantages
of ‘familiarity’ are high-quality problem formulation based on deep
knowledge about practical problems, the possibility of developing close
relationships with practitioners and an ability to validate their accounts
(resulting in very good access to experience-based data). The disadvantages
are that the researcher might have difficulty viewing data in an objective
way, that the researcher might jump to conclusions and lose critical
perspective, and that transparency might be low due to concealed (non-
reported) assumptions and conclusions (that are ‘self-evident’ in the eyes of
the researcher). According to Wigblad (2008), the ‘familiar’ researcher can
mitigate these disadvantages through a continuous review of findings in a
discourse within a ‘paradigm of practitioners’: a group of practitioners with
reflected experience. In this way, the findings are validated by the critical
review of one’s peers, and the risk of subjectivity is decreased. The present
study gained much from the discussions within the SPWT research
consortium and, thereby, was conducted within such a ‘paradigm of
practitioners’. To summarize, while departing and arriving in a practical
context, the intention of this work has been to follow good research practice
and use established methods for data collection and analysis.

30
2 Theory

2.1 Basic definitions and perspectives on innovation research

This section introduces and defines core concepts used throughout the
thesis. It also gives an overview of theoretical perspectives used in
innovation research and describes how this thesis relates to these
perspectives.

2.1.1 Basic definitions

As described in section 1.2, a classic definition of innovation is the
generation, acceptance, and implementation of new ideas, processes,
products, or services (Thompson, 1967). Later scholars have suggested other
formulations, but the essence of the concept has remained the same (see
section 2.3.1). This study uses the definition of innovation found in the
Oslo Manual (OECD/Eurostat, 2005): a product innovation is the
introduction of a good or service that is new or significantly improved with
respect to its characteristics or intended uses. This includes significant
improvements in technical specifications, components, and materials,
incorporated software, user friendliness or other functional characteristics. A
process innovation is the implementation of a new or significantly improved
production or delivery method. This includes significant changes in
techniques, equipment, and/or software. A marketing innovation is the
implementation of a new marketing method involving significant changes in
product design or packaging, placement, promotion or pricing. An
organizational innovation is the implementation of a new organizational
method in the firm’s business practices, workplace organization, or external
relations. In this study, product innovation is the focus and product
development is used as a term for the span of activities leading to, or that are

31
intended to lead to, product innovations (OECD/Eurostat, 2005). A product
is defined in the study as a good or a combination of a good and service.
The definition of innovation includes the relative concept of newness. In
this study, the requirement for an idea, process, or product to be considered
new, and thus qualify as an innovation, is that it be new or significantly
improved with respect to its characteristics or intended uses in the eye of the
beholder. The focus in this study is on companies and business units, which
implies that innovations are ideas, processes, products, or services that are
new to the participating companies or business units. This relative view on
what qualifies as an innovation is conventional in European studies of
innovation, for example the Community Innovation Survey
(OECD/Eurostat, 2005).
Finally, another core concept of the study, organizational innovativeness,
has mainly been conceptualized from two perspectives: as a behavioral
variable, that is, the rate of adoption of innovation, and as the willingness to
change (Calantone et al., 2002). In this study, organizational innovativeness
will be defined as the propensity to adopt or create, develop, and implement
innovations (Hansen et al., 2006).

2.1.2 Perspectives in research about innovation

In the nineteenth century, economic historians noted that the acceleration in
economic growth could largely be explained by technological progress
rather than by reductions in the prices of existing products. In the 1930s,
Joseph Schumpeter acknowledged that technological progress was a result of
innovative actions among companies. These insights triggered interest
among researchers in investigating the mechanisms of the innovation process
and how differences among firms influenced their innovative performance
(Trott, 2005). Ever since then, the relationship between the characteristics of
companies, their surroundings, and their innovation output has been a topic
of great interest to scholars.
According to Hansen et al. (2006), research on innovation can be
organized according to three broad categories: organizational innovativeness,
new product development, and innovation systems. The first category,
organizational innovativeness, is concerned with identifying what factors
influence an organization’s innovativeness and with the effect of
innovativeness on financial performance. The approaches used to study this
subject vary between researchers. Gopalakrishnan and Damanpour (1997)
find that economists concentrate on the game between actors in an industry
and the effects on the innovative performance of the industry, whereas
technologists are concerned with the processes of generating new

32
technology and the improvement of existing technology. Sociologists,
finally, are interested in the relationship between organizational
characteristics and the degree of adoption of innovations within
organizations. Wolfe (1994) discerns three major streams of research dealing
with the topic, i.e., diffusion of innovation (DI), organizational
innovativeness (OI), and process theory (PT) streams. The first stream is
based on a theory about innovation diffusion that is known as the “S-
curve”, which, in short, poses that the initial adoption of a new technology
in a population is slow because of unfamiliarity with the new technology.
Adoption then accelerates when the technology becomes better understood
and spread to the mass market, and eventually declines as the market
becomes saturated (Rogers, 1983). The DI stream identifies attributes of the
innovation and of the adopter as main determinants of adoption behavior.
The second stream, OI, also identifies attributes of the innovation and of the
adopter (an organization), commonly through the use of variance research
models. It is, however, not dependent on the theory about the “S-curve”.
The third stream, PT, often uses more qualitative methods to study a) a
specific part of the innovation process, or b) the innovation process from a
longitudinal perspective. Wolfe (1994) concludes that “DI helps us
understand how and why an innovation diffuses over time, OI contributes
to differentiating early from late adopters, and PT research helps to discern
the stages and processes involved in organizational innovation”. In Hansen
et al.’s typology, research about the creation, adoption and diffusion of
innovation is included in one common category that deals with one basic
research question within this area: what are the determinants of
innovativeness within organizations?
The second category, new product development, deals with the
description of the product development process, the identification of its
challenges, and the suggestion of remedies to those challenges. The central
research question is: how can a successful new product best be developed?
Brown and Eisenhardt (1995) identify three main perspectives on the
product development process used by researchers interested in these
questions: seeing the process as a rational plan, as a communication web, and
as disciplined problem-solving. The ‘rational plan’ perspective takes a broad,
pragmatic and a-theoretical perspective and concentrates on identifying
simple correlations between product, market, organizational characteristics
and product development success. The ‘communication web’ perspective
uses communication theory and focuses more narrowly on the internal and
external communication and information processing done in connection to
the product development project. The ‘disciplined problem-solving’

33
perspective, finally, uses problem-solving theory to formulate and test
hypotheses about the relation between development project configurations
and project outcome (ibid.). Another typology of research regarding product
development is constructed by Krishnan and Ulrich (2001) who state that
the common perspectives employed by scholars are the marketing,
organizational, engineering design and operations management perspectives.
The third category, innovation systems research, sees innovation as a
product of the interplay between actors (e.g., companies) and institutions
(e.g., regulations and policies). Actors and institutions form a system, which
can be defined either from a sectoral point-of-view (e.g., the forest sector)
or a regional point-of-view (e.g., a geographical territory) (Hansen et al.,
2006). The main research question for this research stream is: what is the
composition of and interaction between actors and institutions that best
facilitates innovation? The product of innovation systems research is often
advice on how to formulate sectoral, national or regional (innovation)
policy. The Forest Technology Platform, a cooperative effort to define and
implement the forest sector’s R&D roadmap embarked upon by the
European organizations of forest owners (CEPF), the wood industry (CEI-
Bois), and the paper industry (CEPI) is a recent example of industry
cooperation that departs from a sectoral innovation systems perspective (see
www.forestplatform.org).
The present study shares common ground with several of the perspectives
described above. It is concerned with questions mainly found in the
organizational innovativeness and product development streams in Wolfe’s
typology. Within the first of these two categories, this study follows the
sociologists’ view, rather than that of the technologists or economists
(Gopalakrishnan & Damanpour, 1997). Thus, the interest is in the
relationship between organizational characteristics and the degree of
adoption of innovations within organizations. The theoretical framework
originates, however, from strategic management theory rather than
innovation diffusion research, so that this study is closer to the OI and PT
streams than to the DI stream in Wolfe’s (1994) typology. Within the
second of these two categories – product development – this study takes the
straightforward approach of the rational plan perspective (Brown &
6
Eisenhardt, 1995) . The aim has been, however, to provide a deeper
theoretical basis for the testing and discussion of the variables, and to use
more multivariate quantitative methods, as compared to what has been done
using the ‘rational plan’ perspective (ibid.). Furthermore, the study departs

6
This position is in line with the analytic and rational approach to strategy that is accounted
for in section 2.2.1.

34
from a strategic management perspective (see Schilling, 2008 and Trott,
2005 for textbooks that deal with innovation from this perspective) and uses
concepts and theories found in contemporary strategic management
research. It takes the view of the individual company, rather than that of the
innovation system. However, because strategic management deals with
actors and institutions both inside and outside the company, the company-
external innovation system and its dynamics are indirectly considered.

2.2 The strategic management perspective

This section aims to give an introduction to the strategic management
perspective that characterizes this study. It introduces the resource-based
view of the firm as a foundation for one’s understanding about the company
and its innovation strategy.

2.2.1 What is strategy?

The term strategy can be used in many ways and with many meanings,
depending on the user. Alfred Chandler proposed that (1962, p. 13) strategy
can be defined as “the determination of the basic long-term goals and
objectives of an enterprise, and the adoption of courses of action and the
allocation of resources necessary for carrying out the goals”. According to
Chandler (1962, p. 13) strategy guides “the adoption of courses of action
and the allocation of resources necessary for carrying out the goals”. This
guidance occurs mainly through strategy’s role as supporter for decision
making, coordination and communication, and through the role of strategy
as a target (Grant, 2002, pp. 28-29). The strategic decisions about the types
of markets to serve, or seek to create, and the types of innovations to
attempt there, constitute the basic background for innovation activities
(OECD/Eurostat, 1996, p. 23). Decisions on new product strategy are
directly connected to the competitive strategy of the firm and draw on
decisions regarding differentiation and market positioning or considerations
concerning the product portfolio (Trott, 2005, p. 386). The internal fit
between strategy and organization facilitates the implementation of the
strategic intent (Naman & Slevin, 1993).
According to Ansoff (1965), the formulation and implementation of
business strategy should be seen as a controlled process where logic
reasoning produces a plan for the strategic development of the firm. This
view implies that the strategy process can be divided into two parts, strategy
formulation and strategy implementation. Ansoff, in this sense, sees the life
of a firm as a long-term deliberate process and views strategy as the plan for

35
this process. Conversely, Mintzberg (1985) views business strategy as
something less controlled and deliberate, and thus, as an emergent process.
He views strategy as something heavily influenced by the changes in the
environment of the firm and the continuous learning that goes on in the
firm. The changes in the environment and the continuous learning cause the
firm to drop strategies that no longer are considered to be of value, and
adopt new strategies that are inspired by the changes in the environment. In
this way, strategy formulation in the eyes of Mintzberg is a process of re-
evaluating and re-formulating present strategies. The strategies are “a pattern
in a stream of actions”.
This study follows the rationalist, analytic approach to strategy that is
advocated by Ansoff. This is not because it is believed that strategy is a static
process without influence from the environment or from continuous
learning. Instead, this view is adopted to highlight the possibility of actively
managing the strategy of a firm and influencing the firm’s development and
performance. The basic role of strategy, according to this conceptualization,
is to provide an identity for the firm and a vision of where it wants to go,
and to determine how the firm will employ its resources within its
environment to fulfill this vision (Grant, 2002, p. 13).

2.2.2 The resource-based view of the firm

Scholars have emphasized two factors that influence the performance of
firms over the long term (Grant, 1991, p. 117):

1. the attractiveness of the industry in which the firm is located

2. the firm’s establishment of competitive advantage over its rivals.

The industrial organization view on strategy (see for instance Bain, 1965;
Porter, 1981) emphasizes the first factor. However, in the 80’s and 90’s,
empirical studies revealed that the correlation between industry membership
and performance was weak and, conversely, that the correlation between
business unit membership and performance was stronger (Schmalensee,
1985; Rumelt, 1991). The insights from this comparison led to an increased
interest among scholars in the thoughts of Penrose (1959) who emphasized
the differences between companies as a basis for the formulation of strategy.
The resulting theoretical perspective that emerged during the last decades of
th
the 20 century was termed ‘the resource-based view of the firm’. The
advocates of this perspective claim that companies can be seen as bundles of
resources, that resources are heterogeneously distributed across companies,
and that the market for resources is imperfect (i.e., resource differences

36
persist over time) (Eisenhardt & Martin, 2000). As a consequence, firms can
create and sustain competitive advantage by acquiring and leveraging
7
resources that are valuable, rare, inimitable and non-substitutable (Barney,
2001; Barney, 1991; Grant, 1991; Wernerfelt, 1984). These resources allow
the implementation of value-creating strategies that are not easily copied by
other companies. Evidence for this claim has been provided by numerous
empirical studies (see Barney & Arikan, 2001 for a review).
Using the definitions of Barney (1991, p. 101) the resources of a firm
include all assets, capabilities, organizational processes, firm attributes,
information, knowledge etc. that are controlled by the firm and that enable
the firm to conceive of and implement strategies that improve its efficiency
and effectiveness. According to the logic of the resource-based view, the
value of resources depends on overlap with the key success factors (Hofer &
Schendel, 1978) of the specific market context. The identification of key
success factors is external to the resource-based model and requires some
type of product/market model (Barney, 2001). Rareness, in turn, simply
depends on the uniqueness of the resource in the marketplace. Inimitability
refers to the potential for others (competitors) to imitate (e.g., buy, create or
acquire in some other way) the resource if they find that is has a unique
value. Resource attributes connected to inimitability are resource
complexity, intangibleness and causal ambiguity regarding the set and
combination of resources needed for a certain strategy. Non-substitutability,
finally, relates to the uniqueness criterion – uniqueness loses its value if the
resource can be substituted for another resource with equivalent value. See
Figure 4.

7
These criteria were set up by Barney (1991) and are the most commonly used among
scholars. However, there are many other interpretations of what makes a resource
important, e.g.: Relevant, scarce, durable, non-transferable, non-substitutable (Grant,
1991); Valuable, complementary, scarce, non-tradable, uncertain ex ante, appropriable
(Amit & Schoemaker, 1993).

37
 Current and prospective
resources
and
capabilities
of the individual firm Product/market model

evaluated
through

• Rareness • Value, i.e., Key success factors

• Inimitability overlap with firm- of the specific
• Non- external key market context
substitutability factors

Key resources and capabilities

for the company in the specific
market context

Figure 4. The basic logic of the resource-based view of the firm. The dotted lines indicate
concepts and relationships that are external to the theory.

Of considerable importance for a resource-based strategy is to identify the

external sources of competitive advantage: the key success factors of the
specific market context. The key success factors can be identified by
answering the two basic questions (Grant, 2002, p. 97):

1. What do customers want?

2. How does the firm survive competition?

The answers to these questions should provide information about the

basic and differentiating activities that the company needs to master, now
and in the future. The literature provides several models that facilitate
analysis of these questions. Kotler (2000, p. 135, p. 159, p. 191), for
example, deals with the analysis of both macro environment (including
political, economical, social, and technological factors) and micro
environment (e.g., customers and competitors). Customer needs, for
example, can be analyzed in terms of functional value (e.g., goods and
services) and emotional value (e.g., relationships). Another well-known
model is Porter’s five forces framework (Porter, 1980), which assesses the

38
competitive pressure from suppliers, customers, potential and existing
competitors and substitutes. Amit and Shoemaker (1993), for example,
combine the five forces framework with the resource-based view.

2.2.3 The organizational capabilities approach

Even though the resource-based view has long been acknowledged as an
important contribution to our understanding of the creation of competitive
advantage, it has not stood without criticism (Barney, 2001). One of the
most important criticisms was captured by Priem and Butler (2001), who
stated that the process of using valuable, rare, inimitable and non-
substitutable resources to gain sustainable competitive advantage is a “black
box” not well-understood in the field and that the definition of company
resources can be considered all-inclusive and vague. The organizational
capability approach (Korhonen & Niemelä, 2005; Foss, 2003) developed by
scholars during recent decades, opens up this “black box” and sheds light on
how resources and capabilities create value and facilitate competitive
advantage for firms. Below follows a short overview of this approach.
Barney (2001) states: “resources are considered valuable if they contribute
to either differentiation or cost advantages for a firm in a certain market
context.” These basic types of competitive advantage, i.e., differentiation
and low cost, are clear, well-known and accepted in the literature (Porter
1985; Baden-Fuller & Stopford in DeWit & Meyer (eds.), 2004). However,
the wide definition of resources suggested by Barney (see section 2.2.2) has
probably contributed more to the vagueness of the theory claimed by Priem
and Butler (2001). A more narrow definition of resources and capabilities
would improve clarity. Korhonen and Niemelä (2005) provide a useful
overview of the major differences between resources and capabilities:

1. “Whereas resources are either tangible or intangible, capabilities combine

both: capabilities are clusters of tangible, input resources and knowledge-
based, intangible resources.”
2. “Unlike resources, capabilities have an operational, process dimension -
they are not factor stocks, but they are factor flows: capabilities present
what a firm can do, they are activities, organizational rather than
individual skills.”
3. “Capabilities often take a routine-like form and are path-dependent: if a
company were to be dissolved, its capabilities would disappear as well.”

39
 In all, capabilities are an organizationally embedded bundling process of
resources. Capabilities represent what a firm can do, that is to say, its
potential activities (ibid.).
The combination and coordination of resources is facilitated by the
infrastructure of the firm (ibid.). The firm’s infrastructure involves
management systems, organizational structure, and values and norms
8
captured in the organizational culture (Leonard-Barton, 1992) (see Figure
5).

ORGANIZATIONAL
CAPABILITY

Organization structure

Management systems

Culture

RESOURCES
- Tangible and intangible assets
- Individual skills and
knowledge

Figure 5. Resources, infrastructure and organizational capabilities.

According to Korhonen and Niemelä (2005), there exists a hierarchy among

capabilities, where capabilities range from simple bundles of resources that
are designed to perform less complex activities to higher-order resource
combinations. The base of the hierarchy comprises specialized tasks (e.g., the
purchasing of logs, bookkeeping, market analysis, etc.). On the second level,
task-specific capabilities are combined in relation to company functions
(e.g., procurement, accounting, marketing). The highest-level capabilities
(e.g., entering into new markets, developing innovative product-market
strategies) demand the cross-functional integration of tangible and intangible

8
Organisational culture can be defined as shared values and norms that influence the
behaviour of the organisation (Hult et al., 2004).

40
resources. In this way, lower-order capabilities (resource combinations) are
the building blocks for higher-order capabilities (Galbreath, 2005, p. 980).
According to Grant (2002), the hierarchy of a firm’s capabilities can be
identified and assessed, for example, by utilizing a standard functional
classification of company activities, or by utilizing Porter’s value-chain
classification (Porter, 1985).
Even if resources can produce direct value themselves (e.g., a site in a
convenient location), value is more often created through the activities that
the firm performs through the use of its resources (Porter, 1996). The
activities of firms, in turn, are enabled through the process of combining
resources to create capabilities. Therefore it is not only the specific set of
resources that the firm possesses that are of great importance for the creation
of value, but also the process of combining them into resource combinations
(i.e., capabilities). Thus, resources can have a value not only as direct bases
for cost and differentiation advantages, but also as important building blocks
of higher-order resource combinations (i.e., capabilities) that in turn can
produce value by enabling value-creating activities.
To compete in a market, the companies make (product-) offerings to the
customers in the market. The offerings consist of the suppliers’ propositions
of value to the customer, and address both functional (goods and service)
9
and emotional (relational) aspects of customer value (Kotler, 2000) . The
offerings, hereafter named value propositions, are made possible through a
set of supplier capabilities, for example the capability of producing a high-
quality window frame component, the capability of delivering it on time
and the capability of building and maintaining a good relationship with the
customer. Accordingly, the capabilities of a company play a key role in the
creation of value propositions and thereby in the creation of competitive
advantage in the market. To conclude, a more narrow definition of
resources and capabilities, and the insight that firms compete in the market
with capability-based value propositions, helps open up the black box of
how the resources of a firm can contribute to competitive advantage in the
market.

2.2.4 Strategic Fit and the contingency perspective

A common conclusion regarding strategy formulation found in
contemporary resource-based textbooks is that business strategy should be
consistent with:

9
Trott (2005, p. 393) outlines the following aspects of the product: technology, features,
quality specifications, packaging, level of service, brand name, and price.

41
• the goals and values of the firm
• the external environment of the firm
• a firm-specific set of resources and capabilities
• organizational structures and systems.

This consistency can be termed “strategic fit” (Grant, 2002, p. 16;

Liedtka, 2000 (in DeWit & Meyer (eds.), 2004)). See Figure 6.

Goals and
Values of the
firm

Internal sources External sources

of competitive of competitive
advantage Strategic advantage
= =
Resources and
Fit Key Success
capabilities Factors

Organization
and
systems

Figure 6. Strategic Fit (illustration developed by the author of this thesis based on Grant,
2002, p. 16 and Liedtka, 2000 (in DeWit and Meyer (eds.), 2004).

The notion of strategic fit seems to provide a useful framework for successful
strategic management. However, the resource-based view has often, such as
in the article by Priem and Butler (2001) been accused of providing a static
view of a dynamic process. The position that competitive advantage is
enabled through the possession and utilization of valuable, rare, inimitable
and non-substitutable resources has been associated with the so-called
Ricardian view, in which competitive advantage is based on a more or less
static environment (Ricardo, 1817). Contingency theory (Ginsberg &

42
Venkatraman, 1985; Lawrence & Lorsch, 1967), however, acknowledges
that the KSFs of an industry are continuously being eroded by competitive
forces and technological development. A competitive advantage therefore
looses its value over time, and firms must pursue constant renewal and
achievement of a series of temporary competitive advantages (Collis, 1994).
In line with this argument, contingency theorists maintain that an
organization is an adaptive system that evolves by reacting to its
environment. Reaction takes place mainly in two ways: through selection
(entry and exit mechanisms) and adaptation (of products, activities, resources
and capabilities) (Grant 2002, p. 317). In addition to reacting to the
environment, the firm can also influence the evolution of the industry
through its strategic actions (Hamel & Prahalad, 1994).
The contingency perspective simply states that the optimal business
strategy partly depends on the context and that the context is constantly in a
state of change. Accordingly, in addition to achieving a strategic fit with
present conditions, companies must simultaneously aim for strategic fit of
tomorrow, that is, they must develop a ‘strategic stretch’ (Hamel & Prahalad,
1994). Mastering this strategic duality can be considered one of the toughest
challenges for managers (Korhonen, 2006; Grant, 2002, pp. 319-320).
When tackling this challenge, scenario planning tools (Shoemaker, 1993)
can generate foresights about alternate future developments, from which
strategic plans can be generated. Then, as we will see, product development
plays an important role for firms’ capability to manage their portfolio of
resources and capabilities accordingly.

2.2.5 The dynamic capability view and the importance of innovation

Eisenhardt and Martin (2000) suggest that product development (and other
cross-functional high-order capabilities such as strategic decision-making and
the forging of strategic alliances) are examples of so called dynamic
capabilities. Dynamic capabilities “create value for firms within dynamic
markets by manipulating resources into new value-creating strategies”
(ibid.). The value of these capabilities lies not in their direct contribution to
differentiation and/or cost advantage (customers hardly care whether a firm
is good at product development per se), but instead in their ability to
continuously reinvent resource configurations that in turn contribute to
differentiation and/or cost advantage across the array of contextual
environments that the industry evolution offers.
The details of a dynamic capability are often idiosyncratic and path-
dependent, but the main features are more common, displayed in a well-
known industry ‘best practice’ (Eisenhardt & Martin, 2000). Dynamic

43
capabilities are developed in organizations through well-known learning
mechanisms: in volatile market conditions, where the competitive value of
resources and capabilities is quickly eroded, they are often simpler
procedures, facilitating and emphasizing experimentation and exploring, and
evolve through iterative processes and selection. In stable market conditions,
where the enhancement of competitive resource configurations is decisive
for competitive advantage, they have a more detailed routine-like structure
that evolves cumulative over time (ibid.).
The theory about dynamic capabilities is based on the resource-based
view of the firm and has been termed the dynamic capability view (Winter,
2003; Eisenhart & Martin, 2000; Teece et al., 1997). The theory
acknowledges the constant change of the business environment and the
resulting need for a company to continuously develop its portfolio of
resources and capabilities, thus adding a contingency perspective to the
resource-based view. Eisenhart and Martin (2000) even state that the
ultimate performance of a firm depends on its ability to develop and
leverage capabilities sooner, more inventively or more fortuitously than its
competitors. This, as a contrast to the more static ‘Ricardian’ perspective on
rent creation underpinning the resource-based view, has been termed a
‘Schumpeterian’ perspective, after the German economist Joseph
Schumpeter who pointed out that innovation is the primary driving force
behind economic development (Schumpeter, 1934). In essence, the dynamic
capability view acknowledges the need for a company to develop its
portfolio of resources and capabilities over time, and suggests that product
development is one of the capabilities that facilitate this.
Sirmon et al. (2007) provide a model that describes the process where
companies actively develop and leverage their portfolio of resources and
capabilities through resource management (see Figure 7). The model
illustrates the process wherein resources are combined and integrated to
form capabilities, and illustrates how new resources and capabilities are built
or acquired, partly as a result of influence from the market environment. In
the model, this influence primarily comes from two sources: a) feedback
from the market and the owners on the value created by the firm, and b)
managers’ perceptions about the uncertainty of the environment (e.g.,
industry structure and recipes, market demand, external shocks, resource
scarcity).

44
 Resource Management

Structuring the resource

portfolio

Bundling resources to build

capabilities Environmental
uncertainty

Leveraging capabilities to
exploit market opportunities

Price/Utility Cost/Utility

Value creation for Competitive Wealth creation

customer(s) advantage for owner(s)

Primary relationships

Secondary relationships

Figure 7. The resource management process. Adapted from Sirmon et al. (2007).

According to Sirmon et al. (2007), resource management includes:

a) The structuring of the resource portfolio. This is the process where firms
acquire, accumulate, develop and divest resources in order to have the most
effective resource portfolio at any given time.
b) The bundling of resources to create effective capabilities. This is the
process where firms stabilize, enrich and pioneer resource-bundles to create
and maintain an effective capability-set with regards to the opportunities and
threats of the marketing environment.
c) The use/leverage of capabilities to create value. This is the process where
managers activate the value inherent in their firm’s capabilities, through
mobilizing, coordinating and deploying them. Capabilities are, simply put,
turned into strategic action to take advantage of market opportunities.
The resource management model illustrates how firms use resources and
capabilities to pursue competitive advantage in a changing environment and

45
thereby opens up the ‘black box’ (Priem & Butler, 2001) of how resources
and capabilities are used to create value. Dynamic capabilities facilitate the
integration, reconfiguration, creation and release of resources (Eisenhardt &
Martin, 2000). Thus, dynamic capabilities, for example product
development, facilitate resource management.
To summarize, it is now clear how product development plays an
important role for the value creation and the long-term competitiveness of
firms: product development yields new value propositions (product
offerings) that are used to compete in a changing environment, but also
assists in the development of the firm’s resources and capabilities. Thus,
product development (similar to other types of innovation, such as process
and business systems innovation) facilitates a firm’s adaptation to, and the
influence of, the continuously changing market environment. Innovation
helps industrial managers devise solutions to business problems and
challenges caused by the industry evolution. Innovative activities are carried
out either as response or as preemptive action, and are one of the basic
pillars for the survival and success of a firm (Hult et. al, 2004, pp. 429-430).

2.3 Innovation

2.3.1 The concept of innovation

As stated in the beginning of this thesis, a classic definition of innovation is
the generation, acceptance, and implementation of new ideas, processes,
products, or services (Thompson, 1967). In this study, the definition of
innovations found in the Oslo Manual (OECD/Eurostat, 2005) is used (see
section 1.2). One of the key criteria for products, processes, marketing
methods and organizational changes to qualify as innovations are that they
be new. Thus, when discussing the definition of innovation, clarifying the
concept of newness is central. An innovation can, for example, be new to a
firm or to an individual, but not new in the market. However, for the sake
of the definition of innovation, to whom the innovation is new is less
important. As Rogers and Shoemaker (1972) put it: “It matters little, as far
as human behavior is concerned, whether or not an idea is ‘objectively’ new
as measured by the lapse of time since its first use or discovery… If the idea
seems new and different to the individual, it is an innovation.” Thus, what is
‘new’ is up to the beholder, for example the employees of a company. This
view is also present in the Oslo Manual (OECD/Eurostat, 2005) and has
also been used in the empirical part of this study. The respondents have been

46
given the opportunity to talk about products new to their firm, even though
they might already have existed on the market.
Furthermore, the degree of newness can differ. Innovations range from
exploration-oriented (radical, disruptive) innovations to exploitation-
oriented (incremental, sustaining) innovations depending on their degree of
newness (Schilling, 2008; Ireland et al., 2003). Exploitation-oriented
innovation is the result of exploiting existing capabilities and helps
companies extend their existing competitive advantages, for example by
selling better products to their best customers (Ireland et al., 2003).
Exploration-oriented innovations introduce “new ways of playing the
competitive game”: ways that differ from and are in conflict with current
business models. Exploration-oriented innovation involves the development
and leverage of totally new resources and capabilities (ibid.).
Another way of defining an innovation is to highlight in which domain
its main news value lies. As stated in section 2.3.1, four types of innovations
can be distinguished (OECD/Eurostat, 2005): product innovations, process
innovations, marketing innovations, and organizational innovations.
Hovgaard and Hansen (2004) classify innovations in the forest products
industry as product, process or business systems innovations.
For product innovations, Garcia and Calantone (2002) term the
continuum of newness as the degree of product innovativeness. They suggest
that “product innovativeness is a measure of the potential discontinuity a
product (process or service) can generate in the marketing and/or
technological process. From a macro perspective, ‘innovativeness’ is the
capacity of a new innovation to create a paradigm shift in the science and
technology and/or market structure in an industry. From a micro
perspective, ‘innovativeness’ is the capacity of a new innovation to influence
the firm’s existing marketing resources, technological resources, skills,
knowledge, capabilities, or strategy.” As a consequence, they define a
“radical product innovation” as one that includes a discontinuity in both
marketing and technology on micro and macro level; a “really new product
innovation” as one that includes a discontinuity in marketing or technology
on both macro and micro level; and an “incremental product innovation” as
one that includes a discontinuity in marketing or technology on macro or
micro level.
Another (common and widely accepted according to Trott, 2005, p. 395)
classification of product newness is that suggested by Booz et al. (1982):
‘New-to-the-world products’ create a new market and usually involve a
significant shift in technology. The designation ‘product lines new to the
firm’ includes products new to the firm that allows it to enter into

47
established markets for the first time. ‘Additions to existing product lines’
include products of the same type as the firm’s existing products, but with
one or more significant changes. The category of ‘improvements and
revisions to existing products’ includes improvements in the performance or
reliability of existing products and constitutes the majority of all new
product introductions. ‘Cost reductions’ include no improvements of
product performance, but do include increases in value for the firm and/or
10
the customers through the reduction of manufacturing costs and/or price .
‘Repositionings’ are essentially the discovery of new applications for existing
products. Examples can be found in the pharmaceutical industry, where
drugs can be found to have positive effects on other conditions than those
11
that the drugs were initially intended to address . Finally, innovations can be
classified as ‘competence-enhancing’ if they build on existing knowledge, or
as ‘competence-destroying’ if they build on new knowledge, and as
‘modular’ if they imply changes to the components of a system, or as
‘architectural’ if they imply changes to the structure of a system (Schilling,
2008).

2.3.2 Drivers of innovation

So called market-based views of innovation (Narver & Slater, 1990; Porter,
1985; Porter, 1980) emphasize the scanning and adaptation of the
environment as main drivers of innovation. Conversely, the resource-based
view (Barney, 2001; Grant, 1991) argues that the assets of the company are a
more secure base for the formulation of innovation strategy (Trott, 2005, p.
21). Trott (2005, pp. 21-30) briefly reviews the development of innovation
th
models during the 20 century, describing how either market pull or
technology push were the key elements in early models of innovation. Later
research asserts that the combination of the two, rather than either one of
them solely, should be considered in innovation strategies. In contemporary
models, the unique resource and capability base (including the accumulated
knowledge base) and the importance of the environment as a network
surrounding the company are highlighted (ibid.).
Drucker (2002) concluded that the drivers of innovation are found in
process needs, industry and market changes, new knowledge, unexpected
success or failure, incongruities, demographic changes, and changes in

10
In this thesis, this category falls within the definition of process innovation, rather than
product innovation.
11
Even though this category could classify as a product innovation according to
OECD/Eurostat (2005), it mainly results in innovative marketing and therefore falls outside
the definition of product innovation used in this study.

48
perception. Some of these drivers are visible in the Nordic wood industry.
Industry and market changes have led to new process needs, for example,
the outsourcing strategies of the joinery and furniture industry have caused a
demand for customized blanks (Fransson, 2005), consolidating retail
segments have demanded product innovation and supply chain management
(Henningsson, 2005), and there has been a general increased focus on
environmental performance (Kärnä, 2003). Changes in regulations and
perceptions concerning wood in multi-storey construction have resulted in
increased interest in wood as a construction material, thus introducing a
need for wood-based system solutions for the construction industry (Nord,
2005). New knowledge is also visible in the industry, manifested in new
wood processing technology such as automatic camera grading or x-ray-
based grading, improved kiln-drying, and wood treatment techniques.
Industrial organization theory suggests that the strategic importance of
different types of innovations changes over time (Abernathy and Utterback,
1978). This finding is based on the assumption that industries are born and
undergo development in the same way that products do (i.e., in a way
12
similar to the product life-cycle ). The implication is that industry evolution
is an important driver of innovation. Abernathy and Utterback found that
the rate of product innovation is highest in the introduction phase of an
industry. When a dominant design among products emerges and possibilities
for differentiation decline, product innovation is gradually being replaced by
process innovation. When an industry reaches the decline phase, strategic
innovation is needed for rejuvenation (Grant 2002, p. 373). Strategic
innovation can be both incremental and radical and encompasses the
reconfiguration of the value chain, the redefinition of markets and segments,
and efforts to break free from the established industry recipe and its trade-
offs. Strategic innovation in its most outspoken form is described by Hamel
and Prahalad (1994) as ‘competition for the future’.
As an illustration of the industrial organization view of the strategic
importance of different types of innovations, it is possible to apply the logic
to some of the market segments of the Nordic wood industry. Most
segments of this industry are in the mature or decline stage, but some can be
characterized as being in the introduction or growth phase. An example of a
market segment in the introduction phase is the industrialized multi-storey
wood construction industry. The demand in the segment is limited to early
adopters and there is rapid product development and competition between
rival technologies. The products include a wide variety of features and

12
Regarding the concept of the product life-cycle, see Day (1981).

49
frequent design changes are common. Manufacturing and distribution are
still specialized, and trade is limited to producers and consumers in advanced
countries. There are few suppliers and the key success factors of the segment
are product development and the establishment of a credible image as a
reliable solution.
Inventory management (e.g., at builders merchants) is an example of a
complementary service in the late growth phase on its way to maturity. A
period of supply deficit is gradually being replaced by market penetration.
The quality of the business concept is improving and standardization around
dominant business models has come far. Process innovation to press cost is
central. Another product segment, industry blanks and components, has
been in a growth stage, but increasing signs of maturity is seen. An
additional product segment showing clear signs of maturity is custom-graded
sawn wood for the furniture industry. The customers are knowledgeable and
price-sensitive and the market is characterized by fierce competition. The
product design and technology are well-diffused and the competition is
based on price and complementary services. Over-capacity is widespread
and production is shifting to new industrialized and developing countries.
Process innovation and some product innovation dominate among suppliers.
Finally, sawn wood as a commodity is clearly in the declining stage.
Overcapacity is the norm, differentiation is unprofitable and price wars are
common. Strategic innovation towards value-adding vertically integrated
and diversified log processing factories is in progress.

2.3.3 Product development models

The product development process can be modeled according to the different
activities and corresponding stages included in the process. Activity-stage
and decision-stage models are most commonly used to describe the process
(Juslin & Hansen, 2003, p. 515; Trott, 2005, p. 400). As stated in section
1.2, the innovation process includes theoretical conception, technical
invention and commercial exploitation. On a more detailed level, the Stage-
Gate® model (Cooper, 2008; Cooper, 2000; Cooper, 1990) combines the
commonly included activities and decision stages of the product
development process in a progressive flow (see Figure 8).

50
 Idea ’fuzzy front end’
creation

Idea screen
Gate 1 Go to
development? Go to testing? Go to launch?
Second screen

Build Develop- Testing

Scoping Gate 2 business Gate 3 ment Gate 4 and Gate 5 Launch
case validation

• Prelim. market • User needs and • Technical • Extended in- • Market launch
assessment wants study development house testing and roll-out
• Prelim. technical • Competitive work • Customer field • Full production
assessment analysis • Prototypes trials • Selling
• Prelim. financial • Value proposition • Initial customer • Acquisition of • Results
and business defined feedback production monitoring
assessment • Technical • In-house product equipment • Post launch
• Action plan for feasibility testing • Production trials plan including
next stage assessment • Production • Test sales project review
• Production process • Finalized launch underway
assessment development and production
• Product definition • Full launch and plans
• Financial analysis operating plans • Post launch plans

Figure 8. The Stage-Gate® model of product development (Cooper, 2008; Cooper, 2000;
Cooper, 1990). An indication of the ‘fuzzy front end’ has been added by the author of this
thesis.

All stages of the model include information-gathering activities by the

project team, an integrated analysis by the project team, and a go/kill
decision point where a decision to invest more, take a loop back to a
previous stage for further analysis, or terminate the project is made (Cooper,
2008). The pre-development stages, or the ‘fuzzy front end’ of the
development process, have generated special interest among researchers
(Kim & Wilemon, 2002). The ‘fuzzy front end’ is the period between when
an opportunity is first considered and when an idea is judged to be ready for
development. The importance of this phase lies in the fact that important
decisions that heavily influence the outcome of the development project are
made here, and that altering the project still is possible at a relatively low
cost (ibid.).
The arrows in the Stage-Gate® model indicate a linear, sequential flow
of separate activities. This is also the conventional way of viewing the
innovation process. As mentioned previously, market pull and technology
push have been seen as the main driving forces in this process. However,
new thoughts question both the linearity and conflict between market pull

51
and technology push as driving forces (Trott, 2005, p. 23). One main point
in the critique has been that market pull (demands) and technology push
(new technical opportunities) interact rather than competes as driving forces.
Another point has been that successful innovation is dynamic and flexible
and involves the simultaneous implementation of activities rather than the
linear, bureaucratic, and sequential implementation of activities. The
learning processes involved in innovation where knowledge is created and
exchanged has also been given too little attention in the classic ‘linear’
models.
In an attempt to meet this critique, Cooper (2008) points out that even
though the graphic presentation of the Stage-Gate® model indicates a linear,
sequential, and bureaucratic process, this is not how the model should be
interpreted. The possibilities of feedback loops between the stages, of the
simultaneous implementation of activities, and of the adaptation of the
model to fit the needs of the user prove its dynamism and suitability for
illustrating state-of-the-art innovation. It is the opinion of the author of this
thesis that the Stage-Gate® model serves the purpose of illustrating the
basics of the product development process. However, when using models of
the product development process, it is important to consider that even
though product development practices often take the form of a well-known
best practice, the occurrence and order of product development activities is
not completely similar across market, industry or project contexts (Trott,
2005, p. 397; Juslin & Hansen, 2003, p. 516; Eisenhardt & Martin, 2000;
Balachandra & Friar, 1997). It is also the belief of the author of this thesis
that business process models should be used not as a detailed description, but
should rather serve as an illustration of the basic structure of the process and
function as a source of inspiration for decision-making and for moving
forward.

2.3.4 A resource-based perspective on product development

In research using the resource-based view it has been common to develop
measures of firms’ resources and capabilities and investigate to what degree
they contribute to the overall performance of the firm (Ray et. al, 2004).
This approach has been fruitful in many ways, but the evaluation of the
possession and employment of resources and capabilities using such a highly
aggregated variable as firm performance does also have some drawbacks
associated with it. For example, because the total performance of a firm is
influenced by many business processes where firms can have competitive
advantages in some and disadvantages in others, examining the relationship
between resources involved in one business process and the total

52
performance of the firm can lead to misleading conclusions regarding the
contribution of those specific resources to the competitive advantage of the
firm. On that basis, it would then be more appropriate to investigate the
relation between the resources and the effectiveness of the business process
in which they are involved (ibid.). Analyzing the resources and capabilities
used in the product development process and their contribution not to the
total performance of the firm but to the effectiveness of the product
development process is in line with this argument. Furthermore, Sheehan
and Foss (2007) argue that strategic management research should benefit
from a combination of the (sometimes conflicting) Porter-based activity
view and the resource-based view.
Verona (1999) suggests a resource-based framework for analyzing the
activities of product development. He highlights the importance of
understanding the role of resources, organizational capabilities and agents in
the product development process. He writes: “… this perspective shifts the
focus of analysis from players (agents) to resources and highlights the role of
several capabilities employed in the development process. Using the same
metaphor, players (agents) are essential in playing a game because without
players there is no game – that is without people there is no knowledge and,
therefore, there are no capabilities. But once you have the players – that is,
once you have a team and project leader ready to run the process, senior
managers ready to coordinate it, and suppliers and customers ready to be
involved – you also need to use the knowledge to play and win; in other
words, you need to leverage processes, structures, and value to gain the
rent.” Verona argues that the agents are important for leveraging
organizational capabilities (e.g., through leadership) and also as possessors of
specific capabilities that themselves are important contributors to the product
development process (e.g., deployment of unique strategic visions). The
inclusion of agents in a resource-based framework can also be found also in
the Sirmon et al. (2007) framework for resource management described
earlier.
Verona (1999) classifies the capabilities employed in the product
development process as either functional or integrative. The former can be
used to produce functional value for customers. Examples include R&D,
manufacturing, design, market research, and strategic marketing
management. The latter supports the combination and integration of
functional capabilities. Examples include internal communication, job
training, incentives, process integration, external communication,
socializing, recruiting, and networking. Verona states that the knowledge
captured in functional capabilities is to a large extent path-dependent and

53
connected to the accumulated experiences of the company. Referring to
research in the area of capability creation and development, Verona argues
that integrative capabilities originate in the continuous learning associated
with the decisions and actions undertaken in product development projects
over time under circumstances of uncertainty. Analogous, functional
capabilities are also (re-)shaped through the continuous experimentation and
prototyping going on in the development process.
Verona state that integrative capabilities can partly be captured in
organizational structure, management systems, and company culture and
values, i.e., the elements of the infrastructure in the organizational capability
model discussed in section 2.2.3. This is an interesting perspective, because
according to the view of the author of this thesis, the elements of the
capability infrastructure can be seen as resources with an integrative (rather
than a functional) value, for example a certain type of organizational
structure, management system, or organizational culture. Verona (1999)
continues by arguing for the positive correlation between the existence of
both functional and integrative capabilities and the process efficiency and
product effectiveness of the product development process. This leads to the
important conclusion that a resource-based framework for effective product
development should consist of both functional and integrative resources and
capabilities, of which the latter partly can be captured in organizational
structure, management systems, or organizational culture.

2.4 Innovation management

2.4.1 Introduction
Section 2.2 and 2.3 provided a theoretical background for the study and
described a resource-based view of product development. The following
section provides an overview of what functional and integrative resources
and capabilities and what managerial actions scholars have identified as
constituting best practice in product development.
When discussing innovation management, one must distinguish between
two separate, yet connected, business objectives. One is the objective of
being innovative, i.e., of adopting a strategy that includes a lot of innovation
in terms of new products, processes or business systems. Another is the
objective of being effective at innovation, i.e., of leveraging the right
capabilities properly so that a high degree of success is achieved when a
decision to innovate is taken. This section reviews the advice found in the
literature for companies that wish to increase their product innovation

54
activity and/or become more effective at product development work.
However, the task of producing more product innovations and being more
effective at product development work is far from being a straightforward
one. Product development is one of the most difficult tasks that a company
can undertake. According to surveys by the Wall Street Journal and Business
Week cited by, respectively, Balachandra and Friar (1997, p. 276) and
Sivadas and Dwyer (2000, p. 31) a considerable share of new products (90%
and 50% respectively) fail to meet business objectives. Product development
is a resource-intensive investment involving uncertain outcomes, and it can
be assumed that the risk of not meeting stipulated objectives is a major factor
causing companies to refrain from entering into product development
projects. To provide a context for innovation management, the following
section comprises an overview of some challenges of innovation work.

2.4.2 Challenges of innovation work I: The innovation dilemma

The innovation process contains both the creation and the application of
new knowledge. Thus, it requires a balancing of explorative and exploitative
behavior (Grant, 2002, pp. 357-358). This is described by Trott (2005, pp.
77-78) as the ‘innovation dilemma’. According to March (1991),
exploration can be described as a combination of search, experimentation,
variation and discovery, whereas exploitation includes such elements as
refinement, efficiency, implementation and execution. These dichotomous
activities demand very different organizational structure, systems and culture.
Burns and Stalker (1961) suggested that ‘organic’ organizational structures
permit better organizational response in unpredictable situations, whereas
‘mechanistic’ organizational structures are better suited to achieving
effectiveness in predictable situations. Organic structures are characterized as
flat, as non-standardized, and as emphasizing autonomy, whereas
mechanistic structures aim for promotion of operational efficiency through
control, bureaucracy and coordination systems.
Accordingly, there is no predetermined relationship between the
investment in R&D resources and the output of innovations. Instead,
productivity depends heavily on the organizational structure, systems and
culture with which the R&D resources are integrated and coordinated. Cho
and Pucik (2005) found that neither exploration (in terms of achievement in
innovation) nor exploitation (in terms of achievement in quality) can be sole
drivers of growth or profitability, but that both aspects must be balanced in
the overall strategy of the company. They even formulated the act of
balancing explorative and exploitative behavior as the most important
intangible capability of firms.

55
 It is not obvious, however, that there needs to be a trade-off between
exploration and exploitation. Some even conclude that managers of today
have to find ways to excel in both areas – simultaneously – through a
combination of advantage-seeking and opportunity-seeking behaviors
(Korhonen, 2006; Ireland et al., 2003). Kyriakopoulos and Moorman (2004)
found evidence that an organizational culture characterized by high market
orientation enabled companies to combine exploration and exploitation as it
provided a common cognitive frame for employees when interpreting
market information flows. They state that a market-oriented culture allows
both market-driven and market-driving approaches, which are considered to
be the two main strategic driving forces for innovation (Trott, 2005, pp. 21-
22). According to Kyriakopoulos and Moorman (2004, pp. 223-224) market
orientation can be defined as:

1. a firm-level belief or unifying frame of reference that emphasizes serving

the customer or understanding buyers’ current and latent needs so as to
create value for them
2. a set of organization-wide processes involving the generation,
dissemination, and responsiveness to intelligence pertaining to current
and future customer needs
3. a firm-level capability that links a firm to its external environment and
enables the business to compete by anticipating market requirements
ahead of competitors and by creating durable relationships with
13
customers, channel members, and suppliers .

2.4.3 Challenges of innovation work II: The path-dependency of resources

and capabilities
As is made evident in the model by Sirmon et al. (2007), resource
management in established firms does not start from scratch. When new
capabilities are formed from the reconfiguration of current resources or the
incorporation of new ones, there already exists a resource and capability
portfolio in the firm that will influence the process. This implies that the
resource and capability portfolio is, at least to a degree, path-dependent,
something that complicates the resource management process.
In a much-cited work, Leonard-Barton (1992), examines the connection
between the product development process and the core capabilities of the

13
See also Hurley and Hult (1998, p. 43), who state that market orientation can be studied
both as a part of the organisational culture (i.e. values and beliefs) and as behaviours and
processes. The culture can thereby be recognised as a path-dependent complex system that
influences the behavioural part of the concept.

56
firm. Leonard-Barton defines core capabilities as the knowledge set that
distinguishes the firm and provides a competitive advantage. It has four
dimensions: the skills and knowledge of employees; the knowledge captured
in technical systems; the managerial systems of the firm; and the values and
14
norms of the firm . Leonard-Barton discusses the advantages and
disadvantages of core capabilities for the product development process. She
suggests that the core capabilities can act as enhancers of product
development if the capabilities necessary for the development of the new
product are closely enough aligned with the existing core capabilities. They
can, on the other hand, act as inhibitors of development if the required
capability-set of the new product is too different from the core capability.
However, if the firms were to only select project development projects that
are in full congruence with their existing core capabilities, the
competitiveness of the firm would be eroded by the lack of capability-
renewal.
The wood products industry is commonly judged to be traditionalistic
and captured in old core competencies (Juslin & Hansen, 2003).
Accordingly, traditional and production-oriented organizational structures
and cultures have been identified as hurdles for innovation in the wood
products industry (Hansen et al., 2007; Nord, 2005). The same result has
also been found in a study of another process-based industry: the Danish
plastics industry (Hansen & Serin, 1993).

2.4.4 Challenges of innovation work III: Coping with uncertainty

Uncertainty is one of the basic problems that companies have to cope with
(Thompson, 1967). Uncertainties are especially present in the first phases of
an innovation project, during the ‘fuzzy front end’ (Kim & Wilemon,
2002). Milliken (1987) presents three different types of uncertainties for the
firm:
• state uncertainty: uncertainty about the state of the environment, for
example about development of market or technology
• effect uncertainty: uncertainty about the effects of state uncertainties on
the firm
• response uncertainty: uncertainty about the measures that managers can
take to handle uncertainties perceived by the firm.

14
This can be compared with Hamel and Prahalad’s (1990) definition of core competence as
a capability a) with a significant contribution to customer value; b) that is difficult to imitate
for competitors; c) that gives entrance to a broad array of product markets.

57
 The following factors are identified by Nord (2005, pp. 2-6) as important
uncertainties in the Nordic wood industry:
• Uncertain availability or cost of raw material
• Uncertain determination of the interior wood properties of a tree stem
• Uncertain yield of the production process
• Uncertain or lack of profitable outlet of consequential products
• Uncertainties regarding national regulations and standards between
markets
• Uncertain development of currency exchange rate differences
• Uncertainties regarding development of market and industry structure
• Uncertainties regarding cost of transportation
• Risk that new products and/or production processes are imitated by
competitors

Uncertainty complicates the resource management process that firms use

to create value (Sirmon et al., 2007). Product development projects with
higher degree of newness and complexity require greater information
processing during implementation compared to projects with lower degree
of newness and complexity (Tatikonda & Montoya-Weiss, 2001; Olson et
al., 1995; Lawrence & Lorsch, 1967). The reason is that a complex project
involving innovative products entails more uncertainty and requires the
exploration of new knowledge. As stated above (see section 2.4.2),
exploration and exploitation demand different types of organizational
infrastructure. Burns and Stalker (1961) suggested that ‘organic’
organizational structures permit better organizational response in
unpredictable situations, whereas ‘mechanistic’ organizational structures are
better suited to achieving effectiveness in predictable situations. Accordingly,
product development projects with higher degree of uncertainty should
benefit from a more ‘organic’ organizational approach. Conversely, more
‘mechanistic’ structures can be more suitable for projects with a lower
degree of uncertainty. This suggests a contingency approach when
investigating the effect of project management on project outcomes (Olson
et al., 1995, p. 52). In the case of incremental product development (low
uncertainty), Danneels (2002) argue that a firm’s new product capability
relies on its ability to combine its existing market- and technology related
capabilities and that, in the case of radical product development (high
uncertainty), it relies more on its ability to identify, evaluate, and
incorporate new technological or customer competences. As a consequence
(2002, p. 1116), he concludes that “conventional approaches to product
development, whereas appropriate for exploitative innovation, may be

58
inappropriate, and even detrimental, when applied to explorative
innovation”.
One way of handling uncertainty is to acquire additional resources as real
options (Ireland et al., 2003). This strategy may be valuable if market or
production requirements have turned out differently than was expected, but
results in increased need for time and other resources during development
projects.

2.4.5 Mastering the challenges of innovation work I: To be more innovative

The first objective of innovation management, to adopt a strategy that
includes a lot of innovation, is the main interest of the organizational
innovativeness research stream (Wolfe, 1994). The objective of much of this
research is to identify the factors that overcome the challenges of innovation
work and drive organizational innovativeness. Research on the determinants
of organizational innovativeness have often been accused of producing
conflicting results, and one reason for this might be the lack of precision and
consistency in the definition and measurement of innovation and
innovativeness (Hansen et al., 2007). This lack of precision and consistency
might be a consequence of the difficulties associated with the measurement
of such a complex concept as innovativeness.
The classical model in the antecedents-to-innovation literature includes
several types of predictors of innovativeness: characteristics of organizational
members, characteristics of the organization, and environmental factors
(Hadjimanolis, 2000). According to some recent reviews on the topic
(Hansen et al., 2006; Becheikh et al., 2006; Trott, 2005), contemporary
research has consistently identified a number of factors as antecedents to
innovativeness (see Table 1).

59
Table 1. Antecedents to organizational innovativeness according to general innovation management
literature.
Hansen et al. (2006) Becheikh et al. (2006) Trott (2005)
Specialization and Strategic focus on Growth orientation
professionalism among differentiation, innovation Vigilance
managers and continuous improvement
Commitment to technology
Managerial support for Share of exports
Acceptance of risks
innovation Flexible and informal
Cross-functional cooperation
Market- and learning- organizational structure
oriented organizational Receptivity
Well-educated personnel
culture Slack resources
Market orientation
Internal and external Adaptability
Optimal size and location of
communication ability A diverse range of skills
the firm
Company size
Slack resources
Formality, centrality and
complexity of organizational
structure (neg.)
Industry maturity (neg.)

In this thesis, the focus is on those factors that are under the direct control of
managers, in essence, the organizational factors. Within recent forest
industry research, a diverse range of skills, organizational slack, a
management team that encourages exploration and tolerates mistakes
(Korhonen, 2006), organizational size (Wagner & Hansen, 2005), a
structured product development process and a market-oriented culture
(Crespell et al., 2006) have been pointed out as antecedents to
innovativeness. The operationalization of organizational innovativeness and
its antecedents are described in more detail in article II.

2.4.6 Mastering the challenges of innovation work II: To innovate more

effectively
As explained in section 2.2.5, the main features of the product development
capability among top performers in product development management can
be described in a partly context-dependent ‘best practice’. Research on this
‘best practice’, i.e., research with the aim of identifying key factors for
successful product development, is extensive. Authors of review articles on
the subject (Ernst, 2002; Cooper, 2000; Brown & Eisenhardt, 1995;
Montoya-Weiss & Calantone, 1994) acknowledge the heterogeneity of this
research, especially regarding methodology and the definition of successful

60
product development, and point out the resulting difficulties in finding a
consensus regarding key factors for successful product development. Despite
these difficulties, a number of important key factors for success actually have
been pointed out by these authors (see Table 2).

61
Table 2. Key success factors for product development according to the literature.
Key factor Ernst Cooper Brown and Montoya- Confirmed
2002 2000 Eisenhardt Weiss and in wood
1995 Calantone industry
1994 studies*
Product strategy
Competitive √ √ √
advantage
Fit with existing √ √
resources
Project
management
A structured process √ √ C
Quality of pre- √ √ √
development analysis
Clear and early √ √ √
definition of the
product concept
Continuous √ √
evaluation with
go/no-go decisions
Cross-functional √ √ √
team
Dedicated team √ √ √
Strong team leader √ √ √ B
Autonomous and √ √
accountable team
Customer √ √
involvement
Speed to market √ √
Organizational
characteristics
Senior management √ √ √
promotes innovation
Market orientation √ √ C; B
Market
environment
Market potential √ √
Market √ √
competitiveness
(neg.)
*: C refers to Crespell et al. (2006). B refers to Bull & Ferguson (2006).

62
Within recent forest industry research, a structured product development
process (Crespell et al., 2006; Sommerhäuser, 2005), a competent and strong
team leader (Bull & Ferguson, 2006) and market orientation (Crespell et al.,
2006, Bull & Ferguson, 2006) have been pointed out as important key
factors for success in product development projects. The key success factors
of product development are described in more detail in articles I and III.

2.5 Theoretical framework of the study

In sections 2.1-2.4 I have tried to present a wider theoretical frame of
reference for the study and positioned product development within the
resource-based view of the firm. In figure 9 below, I summarize the frame
of reference in a graphical model that constitutes the theoretical framework
of the study. This framework does not aim to give a complete picture of the
company and its environment. The objective is, however, to present my
basic comprehension about the role of product development in a wood-
industry company. Basically, product development yields new products that
are the bases of the value propositions that the firm uses to compete in the
market. In addition, by acting as a facilitator of resource management,
product development plays an important role in the development of the
resources and capabilities of the firm and thus generates new strategic
options. Both the challenges of innovation and how innovation is managed
influence the innovation process and its outcomes.

63
 Other external Other internal
factors factors

THE COMPANY
• Resources and capabilities
• Infrastructure
Feedback from
competing in • Business strategy New strategic
options
the marketplace

Challenges of Product Innovation

innovation work development management
strategy

New products New resources

and capabilities

Figure 9. Theoretical framework of the study.

As we will see, the qualitative study (article I) studies all concepts of the
framework in a holistic manner. The quantitative studies are a little more
specific. Article II focuses on the relationship between the characteristics of
the company (including perceptions among managers) and one part of its
product development strategy – the recent occurrence of product
development projects. The article aims to identify organizational
characteristics that influence innovation activity, both antecedents and
perceived barriers. Article III focuses on the relationship between another
part of the product development strategy: how product development
projects are managed, and the perceived degree of success in those projects.

64
3 Method

3.1 Introduction
As was described in section 1.7, the studies accounted for in this thesis were
comprised of a qualitative and a quantitative part. In short, the research was
conducted in this way: after the general objectives of the study had been
decided, qualitative studies of managerial perceptions about product
development were initiated. Semi-structured interviews with 19 product
development managers were used to acquire information about drivers,
motives and outcomes of product development, about the structure of the
product development process, and about key success factors and barriers to
product development. Analysis and conclusions from this study was then
used as a basis for the design of the quantitative studies. In this phase of the
research, a structured questionnaire was used in telephone interviews with
110 SBU managers conducted to gain information about innovation activity,
about perceived barriers to product development, about organizational
characteristics and about the management and degree of perceived success of
a recent product development project. Analyses and conclusions drawn from
the qualitative and quantitative studies resulted in recommendations for
academics and practitioners about the management of product development
in the wood industry and about the need for further research. In the sections
below, an overview of the methods used in the qualitative and quantitative
studies is given. The overview is complemented with comments about, and
a discussion of, some methodological challenges encountered during the
research process. A more detailed description of the exact line of actions is
given in article I (qualitative) and articles II and III (quantitative).

65
3.2 The qualitative study

3.2.1 Introduction
The objective of the qualitative study (article I) was to gain initial broad and
comprehensive knowledge about product development in the wood
industry and to identify managers’ views on the subject. The focus was on
investigating the occurrence of events and consequences, and the meanings
given to those events and consequences by key actors, rather than
identifying the frequency of events. For this task, an exploratory multi-case
study utilizing qualitative methodology was chosen (Yin, 2003, Silverman,
2001; Merriam, 1994; Eisenhardt, 1989). Qualitative case study research has
also been used in other recent exploratory research about the forest industry
(Hovgaard & Hansen, 2004; Korhonen & Niemelä, 2004).
Some characterize the qualitative research approach within social science
as being unstructured with the aim of avoiding a theoretical pre-
understanding that could possibly disturb the analysis of the empiry. This is
seen in opposition to the more structured quantitative approach, where
theoretical pre-understanding is made central through the use of predefined
theoretical concepts (Silverman, 2000, pp. 61-62). However, this is not how
the present study should be seen. The reason for this is that the research
questions of the study, even though they were open-ended and allowed for
the development of a reasoned answer without necessarily using specific
theory-grounded concepts, nevertheless were grounded in a conceptual
orientation influenced by a theoretical pre-understanding.

3.2.2 Population and sample

Purposive theoretical sampling was used to locate eight Swedish and six
Finnish case companies with considerable product development experience.
Purposive sampling allows the researcher to choose a case because it
represents some feature or process in which he or she is interested
(Silverman, 2000, p. 104) and because it is ‘transparently observable’
(Eisenhardt, 1989, p. 537). Purposive sampling demands a critical evaluation
of the parameters of the population in which the researcher is interested.
The evaluation should be based on the relevance of the parameter to the
research questions, the theoretical position, and the account that the
researcher is developing (Silverman, 2000, p. 105). In this study, the
nominated companies were categorized based on two variables that were
believed to influence managers’ views on product development, namely
organizational size and integration structure. Further details about the
sampling procedure are reported in article I.

66
3.2.3 Data collection
Common methods of gathering qualitative data are: observation, text
analysis, interviewing, and audio/video recording (Silverman, 2000, p. 90).
In this study, semi-structured interviews (Trost, 1997, pp. 19-20; Merriam,
1994, p. 88) were used. Interviewing is a very powerful research tool. It
provides one with the possibility of capturing a large amount of complex
data at a limited cost. It also allows the researcher to ‘run deep’, that is, to
obtain information about motives for behavior or beliefs, neither of which
would be easily observable using other methods. Merriam (1994, p. 86)
argues that the objective of interviewing is to gauge the perspective of
another person. This is necessary if the researcher is interested in feelings,
thoughts, intentions, the way people create meaning and what consequences
that have had on the course of events, in essence, all things that are not
observable, but which rather have to be found out by asking people.
Merriam (1994, p. 87) concludes that “the interview is to be preferred as a
strategy for data gathering when […] this gives better information or more
information at less cost than other methods”.
Observation, text analysis and audio/video recording were not used as
data collection methods for the following reasons:

• Observation: Observing the procedures of product development in each

case would be too time-consuming and thus would have limited the
breadth of the collected data.
• Analyzing texts and documents: Even though some companies have
written information describing product development (e.g., quality
manuals, brochures for external and internal communication) these
sources were considered to provide insufficient understanding of the
topic.
• Audio and video recordings: This is another form of observation, usually
used to capture the organization of interactions between people. Even
though these interactions between people, for example at management
meetings, would be interesting to consider when analyzing the meaning
and effects of innovation practices, this method was rejected with the
same reason as was the method of observation.

According to Silverman (2000, p. 176), the qualitative researcher has to

take measures to avoid the problem of ‘anecdotalism’, or the risk of
producing invalid findings based on a few well-chosen examples. A
common response to this challenge, especially in case study research, is to
use multiple types of data and methods, i.e. ‘triangulation’ (Yin 2003, p. 34;

67
Merriam, 1994, pp. 179-183; Eisenhardt, 1989, pp. 537-538). According to
Silverman (2000, p. 98), this is, however, a bit misleading. The reason is that
different methods reveal different facts depending on the context-
boundedness of the sources used and the theoretical underpinnings of each
method. Accordingly, different methods should not be used to validate each
other, but instead should enlarge the scope of the data gathered about a
topic. This, however, means a wider overall research scope, which can
imply a decrease of focus. In sum, data and method triangulation cannot be
recommended for ensuring the validity of qualitative research, but only to
increase the understanding of the studied phenomenon through a holistic
view of the situation in which it occurs (Merriam, 1994, p. 179).
The interviews were carried out during 2005. Key persons responsible
for product development activities in each company were targeted as
respondents. The interviews were conducted at the office of the
respondents. The interviews were tape-recorded and field notes were taken.
For each interview an interview guide was used. It included the interview
questions as well as general instructions for the conducting of the interview,
thus functioning as a case study protocol (Yin, 2003). Further details about
the interview procedures are reported in article I. The interview questions
focused on product development and were put to all respondents, partly
using follow-up telephone interviews. The following set of interview
questions was used:

• How is product development work organized in your company?

• Please describe two recent product development projects:
¾ What was the new product idea?
¾ Why was the project started?
¾ What activities were carried out during the development process?
¾ What was the outcome of the process?
¾ Were you satisfied with the results?
¾ What were the key factors for success (or failure)?
• How is product development included in your business strategy?
• What are the strength and weaknesses of the Nordic pine sawmilling
industry compared to competing industries?

Traditionally, interviews are used to gain information about the

experiences of respondents (e.g. feelings and meanings), or alternatively,
about some reality that is external to the respondent (e.g. facts, events).
Whereas the realist approach to interview data views the accounts given by
the interviewees as representative of these individuals’ reality, the narrative

68
approach views the information gained in an interview as being influenced
by the interplay between the interviewer and the interviewee and, thus, as
being specific to the interview situation (Silverman, 2000, p. 122). It is
assumed that a person adapts his/her way of telling stories depending on the
context, for example on what relationship he/she has with the conversation
partner, on what he/she believes that the partner knows about the topic of
discussion, or on the interview setting in general (ibid.). There are different
opinions regarding the meaning and importance that these biases potentially
have with regard to the quality of research. Nevertheless, it is safe to say that
the social interaction between humans will have some impact on both the
reliability and validity of interview-based research. In this study, data were
viewed as true accounts of the interviewees’ reality, that is, our method of
interpretation was in line with the realist approach. Accordingly, we were
interested in the issues that the narrative answer gave an account of, rather
than in the properties of the narrative itself. However, because the aim of
the interviewer should be to try to understand the interviewee and the
account he/she gives, the researcher must acknowledge the social interaction
between humans that occurs in the interview situation (Ryen, 2004, p. 102).
Therefore, in some cases, specific characteristics of how interviewees
answered the questions (e.g., making accentuations, using body language)
were recorded in field notes and considered in the interpretation of the
accounts.

3.2.4 Data analysis

The analysis of the data set followed a strategy for qualitative data analysis
recommended by Miles and Huberman (1994). The first step was to
concentrate the data by writing summaries of the information gained from
each case. To increase the validity of single accounts and the reliability of
the data set as a whole, summaries were sent to each respondent for feedback
(Yin, 2003; Merriam, 1994). In the next step of the reduction phase, the
data were categorized using thematic coding (see Boyatzis, 1998, ‘theory-
driven coding’ pp. 33-37) according to the following themes:

• strategic objectives for product development

• outcomes of product development
• drivers of product development
• the product development process
• key factors for successful product development
• obstacles for product development

69
 Following the categorization of data, the information gained from each
case was displayed and compared for each theme. In line with the principles
of replication logic (Yin, 2003), a view or opinion stated by several
companies was considered to be a main finding of each theme. Finally,
pattern-matching (Yin, 2003; Eisenhardt, 1989) was used to compare our
findings with those in the literature. For additional details about data
analysis, please see article I.
In a remark concerning data analysis, Silverman (2000, p. 119) argues that
data analysis is not, and should not be, a separate activity subsequent to the
process of data gathering. Conversely, the analysis of data is an activity that is
going on all throughout the research project. It begins with the formulation
of research questions and continues with the adaptation of the form, content
and order of the interview questions both in the office and in the field.
When interviews are used as a method for data gathering, the analysis
continues with the interaction of the interviewer and the interviewee, and
later on with the workup of the information gained. The analysis is a
journey between theory and practice executed in order to increase one’s
understanding of the topic (Danneels, 2002; Eisenhardt, 1989, pp. 544-546).
The continuously ongoing analysis influences the research process and might
have consequences for the use of methods or for the scope of research
questions (Eisenhardt, 1989, pp. 538-539). In this study, this was illustrated
by the step-wise development of the set of interview questions (see article I).
The data analysis is one of the most difficult stages of qualitative research
(Yin, 2003, p. 109). The challenge is, according to Silverman (2000, p.
176), to produce valid findings and avoid the problem of ‘anecdotalism’.
With support from the logic of Poppers principle of falsification and
avocation of critical rationalism, Silverman (2000, pp. 178-185) suggests
some measures to be taken in order to increase the validity of the analysis by
exposing the emerging findings to tests of refutability.

• The constant comparative method includes testing the emerging

generalizations from a small sample on an expanding sample, i.e., using
replication logic.
• Comprehensive data treatment and deviant case analysis means including all
relevant data from all cases (the deviant ones, too) in the analysis, so that
the generalizations are formulated to cover every bit of relevant data
gathered.
• Using tabulations derived from theory or the respondents own categories
and appropriate counting techniques can give straightforward indications of
the accuracy of the conclusions made from the data.

70
 In this study, we took into account these issues by through taking several
measures, as described in the following section.

3.2.5 Measures to improve validity and reliability

To increase the validity and reliability of the research, especially with regard
to the aspects noted above, several actions recommended by Yin (2003),
Silverman (2000), Silverman (2001), Merriam (1994) and Eisenhardt (1989)
were taken in different phases of the research (see Table 3).

Table 3. Measures to improve validity and reliability.

Aspect of research quality Actions taken in this study
Internal validity (The extent to which an - purposive and theoretical sampling
account accurately represents the social - respondents reviewed case study reports
phenomena to which it refers (Silverman,
- multiple coders for data categorization
2000)).
- replication logic in the cross-case analysis

External validity (The extent to which the - purposive and theoretical sampling
results from a study are applicable in other - replication logic in the cross-case analysis
situations than the one investigated
- pattern matching during the conclusion-
(Merriam, 1994)).
drawing and verification phase

Reliability (The degree of consistency with - use of established qualitative methodology

which instances are assigned to the same as the basis for research design
category by different observers or by the - use of a case-study protocol for interviews
same observer on different occasions
- respondents reviewed case study reports
(Silverman, 2000)).
- detailed description of methods in research
reports

3.3 The quantitative studies

3.3.1 Introduction
In this part of the research, the objectives were to identify antecedents and
barriers to product innovation activity in the wood industry and to identify
key factors for successful product development in the wood industry. These
objectives were addressed through the collection of quantitative data from
business units in the wood industry and the evaluation of the data using
multivariate statistical methods. The studies are accounted for in detail in
articles II and III.

71
3.3.2 Population and Sample
The empirical setting of these studies was the wood industry in Sweden and
Finland. The official industry classification systems (SNI code and TOL code
for Sweden and Finland, respectively), which classify companies based on
15
their main activities, were used to frame the population . Companies with
at least 20 employees and the following main activities were targeted in the
studies:

• Sawmilling: SNI 20101/TOL 20100

• Planing: SNI 20102/TOL 20100
• Impregnation/wood treatment: SNI 20103/TOL 20100

Because the survey contained both strategic and operational questions,

strategic business units (SBUs) within each company were addressed. A pre-
study of SBU structure in the companies produced a list of 110 (Sweden)
and 59 (Finland) SBUs that comprised the sample frame.
In order to describe the population, it is necessary that the sample be
representative with regards to the population. In order to study relationships
between variables, it is necessary that the sample cover a wide variation for
the relevant variables in the population, and that the sample contain a certain
amount of units. Furthermore, because a small sample size results in a risk of
low statistical power, and because the population itself is rather small in this
study, a total investigation of all units in the sample frame was attempted.
The initial sample thus contained all 169 SBUs in the sample frame.
In the study that focused on antecedents and barriers to product
innovation (article II), the SBUs were the study units. In the study that
focused on key factors for successful product development project
management (article III), the most recent product development projects in
16
each of the innovating SBUs were the study units. Further details about the
scope of the population and the sampling procedures can be found in articles
II and III.

15
The industry classification codes classify the companies based on their main activities.
However, other activities than the one under which each is classified can also be carried out
by the company. To clarify the activity structure of participating SBUs, the total extent of
the units’ activities was investigated in the survey questionnaire.
16
An innovating SBU was defined as an SBU that had operated a product development
project within the last five years.

72
3.3.3 Data Collection
Even if the sample frame is representative, the final sample may not be. The
reason for this is the effect of loss due to non-respondents. The rate of
response in surveys depends mainly on two factors: the respondents’
cognition of the questions and the respondents’ motivation to answer the
questions (Dillman, 2000). It is therefore necessary to ensure the high quality
of the questionnaire. In this study, the tailored design method (Dillman,
2000) guided the design of the study and the construction of the survey
questionnaire. Because the small sample size resulted in a need for a high
response rate, telephone interviews were preferred before the more
common procedure of using a self-administered questionnaire. In Sweden,
responses from 87 SBUs were received, yielding a response rate of 79%. In
Finland, responses from 23 SBUs were received, giving a response rate of
39%. The final sample thus consisted of 110 SBUs in the study focusing on
antecedents and barriers to product innovation (article II). In order to
control the effect of the loss, a non-respondent analysis was made. It
revealed that small SBUs with sawmilling as their main activity were slightly
underrepresented in the final sample. In the study that focused on key factors
for successful product development project management (article III), the
final sample consisted of the most recent product development projects in
each of all innovating SBUs, yielding a total of 70 cases (projects). The basic
characteristics of the SBUs that returned the questionnaire are displayed in
Table 4.

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Table 4. Characteristics of SBUs that returned the questionnaire.
Characteristic Type Number of Share of SBUs
SBUs (%)
Country of origin Sweden 87 79
Finland 23 21
Total 110 100

Sizea Micro and small 22 20

Medium 60 55
Large 24 22
Missing data 4 3
Total 110 100

Integration structure Production of…

…sawn goods only 14 13
…sawn and furtherprocessedb 75 68
goods
…furtherprocessed goods only 21 19
Total 110 100

Raw material mixc Spruce focus 48 43

Pine focus 36 33
Hardwood focus 2 2
No focus 23 21
Missing data 1 1
Total 110 100

Innovation activity Innovatingd 70 64

Non-innovating 40 36
Total 110 100
a
: micro and small = turnover 2005 up to EUR 9 999 999; medium = turnover 2005 EUR
10 000 000 – 49 999 999; large = turnover 2005 more than EUR 49 999 999.
b
: furtherprocessed goods = impregnated goods, poles, paneling, mouldings, floorings, planed
construction wood, blanks, engineered wood products, building modules
c
: spruce focus = a raw material mix consisting of more than 66% spruce; pine focus = a raw
material mix consisting of more than 66% pine; hardwood focus = a raw material mix
consisting of more than 66% hardwood (in subsequent analyses where data about raw
material mix were used, SBUs with a hardwood focus were excluded from the analysis due
to the small size of this group); no focus = neither a spruce, nor pine nor hardwood focus
d
: An innovating SBU was defined as an SBU that had operated a product development
project within the last five years.

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Interviews with managing directors or other members of each SBU’s
management group with knowledge about the SBU’s product development
strategy were carried out during the fall of 2006. In Sweden, bookings and
interviews were carried out by one of the researchers. In Finland, bookings
and interviews were carried out by a commercial data collection agency.
The interviews followed a pre-tested structured questionnaire that was sent
to the respondents beforehand.
In the quantitative studies, data consisted of managers’ opinions about the
characteristics and performance of their organizations. Field studies analyzing
the correlations between two or more self-reported variables suffer from
problems associated with common method variance (Podsakoff & Organ,
1986; Philips, 1981). Briefly, common method variance is when respondent
bias influences the two variables in the same fashion and in the same
direction and thus causes artificial covariance. The researcher has to try to
identify these potential causes of artificial correlation and reduce the
magnitude of the problem or, at least, discuss their impact on the validity of
the results. The most well-known sources of this type of respondent bias are
social desirability, the consistency motif, and cues in the stimulus setting
(Podsakoff & Organ, 1986). ‘Social desirability’ refers to the propensity of
people to answer questions in a way that present them in a favorable light.
‘The consistency motif’ is related to the general opinions among people
about ‘how things work’ and their propensity to answer in ways consistent
with these beliefs. The idea of ‘cues in the stimulus setting’ is related to
various circumstances in the interview setting, for example, the respondent
is very happy, is under stress or suffers from hunger. These are circumstances
that can influence the answer for independent and dependent variables in
the same direction (ibid.). Whereas factual data that are verifiable and easier
for the respondent to report pose less serious problems of this type, non-
verifiable data concerning characteristic behavior, psychological states or
perceptions about the environment cause more of a problem. This study
contained both factual data (e.g. size, educational level among white-collar
workers, export share), behavioral data (e.g. market orientation) and
perceptional data (e.g. perceptions about innovation barriers).
There are various methods available to mitigate the problems associated
with the common method variance. Of these, procedural measures are
referable to statistical post hoc measures (Podsakoff & Organ, 1986). To
reduce the possible effects of the consistency motif in these studies, questions
about the dependent variables in article III (degree of success in a recent
product development project) were placed subsequent to questions about
the independent variables in the questionnaire. For the same reason, the

75
question about the dependent variable in article II (product innovation
activity) was placed as an introductory question that was free-standing from
the questions about organizational characteristics – the independent variables
that were used to explain product innovation activity. In addition, some of
the items in the multi-item scales were reverse coded (i.e., a statement was
presented that, in theory, had a negative correlation with the dependent
variable).
The variables displayed in Table 5 were gathered for the quantitative
studies. The variables included both qualitative and quantitative data. Some
of the former was quantified using five-step one-item or multiple-item
Likert scales. Likert scales commonly present an item as a declarative
sentence, followed by response options that indicate varying degrees of
agreement with the statement from 1=strongly disagree to 5=strongly agree
(De Vellis, 1991, p. 68). A good Likert scale item should state the opinion,
attitude, belief or other construct under study in clear terms. It is not proper
nor necessary to span the range of strong to weak assertions of the construct;
the response options provide the opportunity for gradations (DeVellis, 1991,
p. 70). The idea with multiple-item Likert scales is to capture a latent
construct through the use of several indicator questions. In order for a
multiple-item Likert scale to be considered reliable, the answer to all items
(questions) must point in the same direction. Confirmatory factor analysis
and the calculation of Cronbach alpha values and inter-item and item-to-
total correlations were used to confirm the reliability of multi-item scales in
this study. In line with common practice in this type of management
research, we assumed equal distance between the alternatives on the scale.
Accordingly, mean scores could be calculated for each respondent.
To avoid missing data, an ‘I don’t know/I can’t answer’ alternative was
not offered to the respondents. However, the Likert scales included a
midpoint (3). This gives the respondent the option of answering at the
midpoint when they are unable to give any clear yes/no statement about the
question (DeVellis, 1991, p. 67). The drawback is that this approach results
in ambiguity concerning the meaning of answers from respondents that
answered “three” to a question: did they express neutrality or did they
express disinterest or inability to answer? Once again, this study followed the
common assumption in this type of management research, considering an
answer at the midpoint of the scale to represent neutrality (James Sallis,
senior lecturer, dept. of business economics, Uppsala University, personal
conversation 2006).
For further details about how the variables were operationalized and
measured, please refer to articles II and III.

76
Table 5. Variables in the quantitative studies
For use in article II

With reference to the situation in the SBU…

Organizational innovativeness: Has your SBU operated a product development project

within the last five years? (yes/no)
Size (turnover 2005)
Export share (share of exports 2005)
Production of sawn goods (yes/no)
Production of further-processed goods (yes/no)
Raw material mix (processed cbms. round wood in different species)
Educational level among white-collars (share of white-collars with university education)
Market orientation (multi-item perceptional scale)
Perceived importance of some hypothetical barriers to product development (one-item
perceptional scales)

For use in article III

With reference to the most recent product development project…

Product newness (multi-item perceptional scale)

Degree of success (multi-item perceptional scale)
Product advantage (multi-item perceptional scale)
Sharpness of product concept definition (multi-item perceptional scale)
Customer involvement (one-item perceptional scale)
Cross-functionality of the development team (one-item perceptional scale)
Strength of the project leader (one-item perceptional scale)

3.3.4 Data analysis

Data from the survey were saved in a database and analyzed with a computer
program for statistical analysis (SPSS 14.0). For the objectives of identifying
antecedents and barriers to product innovation in the wood industry (article
II), the unit of analysis was the 110 responding SBUs. The details of the data
analysis for achieving these objectives are reported in article II, and a brief
summary is given below.
To describe the difference between innovating and non-innovating SBUs
with regard to size, integration structure and raw material mix, observed and

77
expected frequencies of innovating and non-innovating SBUs in the
descriptive categories of the variables were calculated. The significance of
the differences between observed and expected frequency was then
determined through chi-square tests. The differences between innovating
and non-innovating SBUs with regard to market orientation, educational
level among white-collar workers, and export share were determined
through the comparison of mean values among innovating and non-
innovating SBUs. The significance of the differences was then tested with t-
tests and Mann-Whitney U-tests. To examine group differences more
closely, binary logistic regression was applied. Similar to discriminant
analysis, this is a multivariate technique that can be used either as a type of
profile analysis or as an analytical predictive technique (Hair et al., 1998). In
this study, logistic regression was used to profile the innovating SBUs and to
determine the influence of each individual organizational characteristic on
the probability of the organizations being an innovating SBU. Information
about perceived barriers to product development was obtained through the
calculation of the means of agreement with each barrier statement for all
respondents and for innovating and non-innovating SBUs, respectively. In
addition, answers to an open-ended question about additional barriers were
scrutinized. Finally, to investigate multidimensional relationships among
perceived barriers to product development and to provide a more concise
picture of these barriers, a principal component factor analysis was
conducted. Factor scores were then compared between innovating and non-
innovating SBUs and the significance of the differences was tested with t-
tests and Mann-Whitney U-tests.
For the objective of testing the influence of a number of variables
(hypothetical key success factors) on the perceived degree of success of
product development projects (article III), the most recent product
development project in the 70 innovating SBUs was the unit of analysis.
First, descriptive statistics and factor analysis were used to evaluate the
suitability of the data for multivariate analysis and identify simple correlations
between variables. Second, hierarchical ordinary least squares (OLS) multiple
regression was used to determine the influence of the hypothetical success
factors on the perceived degree of success, and, also, the effect of product
newness on this influence. This part of the quantitative analysis is presented
in detail in article III.
The models of the quantitative studies illustrate causal relationships.
However, there are many requirements to be fulfilled in order to establish
causality (Johansson, 2003, p. 132; Cook & Campbell, 1979, p. 31):

78
• Cause and effect appear together (association or correlation)
• The ruling out of other possible factors as causes (isolation)
• Cause precedes effect in time (directionality)

The research design used in the quantitative studies offers good statistical
possibilities for dealing with association or correlation, but it yields only
limited statistical possibilities for dealing with isolation and no statistical
possibilities for dealing with directionality.
Association or correlation can be tested with statistical techniques, provided
that there is a sufficient variance among the variables between study units,
that the variables show a certain degree of stability over time within the
individual study unit, and that the independent variable has already caused
the dependent variable (Calder et al., 1981). Because the details of a
dynamic capability like product development are partly idiosyncratic and
path dependent (Eisenhardt & Martin, 2000), a certain amount of variance
between companies in terms of their product development practices can be
assumed. Furthermore, the variables in the study were considered to be
relatively stable over time and not very quickly changed by management.
This is especially true for cultural factors such as market orientation (Hurley
& Hult, 1998, p. 48). To summarize, this suggests that both the criterion of
variable variance between study units and variable stability within study units
is fulfilled in this industry context. Most of the variables in the quantitative
studies are also well-known and have been used by researchers in similar
studies both within and outside the wood industry context.
Even if a correlation between two variables is found, it is not certain that
the correlation is a sign of a causal relationship. It might be the case that a
third variable causes both variables, resulting in an apparent relationship
between the two studied ones. If all variables can be controlled for, this type
of interrelationship can be identified with multivariate statistical methods
and the isolated effects of one variable on another could be determined. This
is easier in an experimental setting than in a field setting, in which many
variables are difficult to control. Here, a choice must be made in terms of
which variables that can be assumed to be most important (explaining most
of the variance in the dependent variable) and should be included in the
model. Model specification, that is to say, the choice of variables to be
included in the model, thus becomes important.
In the quantitative studies, several parameters guided the model
specification. First, a literature review, including results from the qualitative
study, was carried out to identify the most relevant variables. Second, the
literature was examined to identify alternative ways of operationalizing these

79
variables. These operationalizations were preliminary assessed by the
researchers with regard to their suitability for use in the Nordic wood
industry research context. The variables for which a suitable
operationalization was found was then included in a preliminary version of
the survey questionnaire. This was pre-tested among industry experts and
potential respondents so that we arrived at a final set of variables and
operationalizing survey questions. Thus, the choice of variables for inclusion
in the models of the quantitative studies was made based on both theoretical
and methodological concerns. The validity of the chosen set of variables (i.e.
the validity of the model specification) was then assessed through a
comparison of the explained percent of variance for the models of the
quantitative studies with that of other similar models found in recent
literature. Furthermore, the choice of a single industry for investigation
limits the external validity of our results. However, it also reduces problems
of inter-industry variance that normally require the control of many inter-
industry factors to account for the heterogeneity of estimates (as pointed out
by Kyriakopoulos & Moorman, 2004, p. 226). The choice of a single
industry as the setting of the study thereby lessens the uncertainty about the
fulfillment of the isolation criteria. However, because some variables must
be omitted, some uncertainty regarding their influence – and regarding the
validity of the model – remains. Therefore, among other things, it is
important to recognize that this study can only be seen as exploratory, rather
than explanatory.
Directionality is even more problematic. Since this is a cross-sectional
study, data were collected at one point in time and it is not possible to
determine which element was the cause and which element was the effect in
a correlational relationship. Without the inclusion of the time dimension in
data collection, only existing theory remains as a basis for the determination
of the directionality of social correlational relationships.
To summarize, only correlation or association between variables can be
shown statistically with this research design. The degree of the isolated effect
of certain variables is limited to the variables included in the models, that is
to say, interaction with other (omitted) variables is left unknown. Regarding
causality, only theory can provide support with this research design.
Furthermore, causal relationships are often more complex than what
normally is described in scientific models. The meaning given to the cause-
construct by scholars of the realistic school results in the following view on a
causal relationship: “Events (E) are caused by causal mechanisms (CM) that
in turn is activated by certain conditions (C). The causal mechanisms can

80
most often not be observed directly.” (Djurfeldt et al., 2003, p. 26). This
conceptualization is illustrated in Figure 10.

Conditions (C) Events (E)

Causal mechanisms (CM)

Figure 10. The realistic view on casual relationships. Adapted from Djurfeldt et al. (2003).

It follows from the last sentence in the citation that the causal mechanisms
are often excluded from direct measurement. Instead, they can be
represented with latent constructs (such as market orientation) or included in
a theoretical discussion of why a condition is believed to cause an event.
The quantitative studies are examples of the realistic view of causal
relationships. Managers’ perceptions about conditions and events are gauged,
and theory is used to describe and discuss possible causal mechanisms that
exist between them.
Finally, a statistical analysis of causal relationships consists of two main
phases: a) identifying relationships in the sample, and b) testing to see if these
relationships are likely true in the population with the help of statistical
methods based on probability theory (Djurfeldt et al., 2003, p. 143). Because
the initial sample is equal to the sample frame, the quantitative studies can be
considered an analysis of the whole population and tests of the relationships
might seem unnecessary. Loss due to non-respondents, however, resulted in
a final sample smaller than the initial sample, which , in essence, means that
it is not a total investigation. Furthermore, statistical tests are also commonly
used in investigations of the total population to test whether the identified
relationships are significant or not (ibid.).

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82
4 Findings

4.1 Introduction
In this section, the main results of the qualitative and quantitative studies are
summarized. A more detailed report of findings can be found in articles I, II,
and III. The research questions of the studies were as follows:

Article I (qualitative):
• What are the strategic objectives for product development?
• What are the outcomes of product development?
• What are the drivers of product development?
• What activities and actors are included in the product development
process?
• What are the key factors for successful product development?
• What are the most important barriers to product development?

Article II (quantitative):
• What organizational characteristics influence organizational
innovativeness, as manifested in the amount of product development
activity?
• What factors do managers perceive to be the most important barriers to
product development?

Article III (quantitative):

• What project management factors influence the degree of success in
product development projects?
• How does product newness affect this influence?

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4.2 Drivers, strategic objectives, outcomes and antecedents of
product development
The interviews with product development managers in the qualitative study
accounted for in article I revealed that industry and market changes (leading
to changing customer needs) were commonly perceived as drivers of
product development in the industry. The respondents of this study also
commonly stated that their companies started product development projects
to increase the competitiveness of their product portfolios. However,
narratives about these projects revealed that they also had a considerable
effect on the renewal of the companies’ resources and capabilities.
The analysis of quantitative data accounted for in article II showed that
57 (66%) SBUs in Sweden (N=87) were innovating SBUs and that 13 (57%)
SBUs in Finland (N=23) were innovating SBUs. In total, 70 (64%) SBUs in
the two countries (N=110) were innovating SBUs. Furthermore, binary
logistic regression analysis showed that organizational size and educational
level among white-collar workers have significant individual influence on
product development activity in the industry. Market orientation, share of
exports, vertical focus (only sawmilling or only furtherprocessing activities),
or raw material focus (more than 66% pine or more than 66% spruce) had
no significant independent influence on product development activity.

4.3 The product development process and its key success

factors
The product development process was described by the product
development managers in the qualitative study as informal and flexible,
emphasizing testing and feedback procedures. Commonly cited key factors
for successful product development among these respondents included the
promotion of entrepreneurship and market orientation among the personnel
and the set-up of rapid and informal, yet complete and well-defined
development projects led by a strong leader. The allocation of competent
people to development work specifically, as well as access to flexible and
versatile production equipment, was also commonly mentioned as an
important prerequisite for success among these respondents. Read more
about this in article I.
The analysis of the quantitative data accounted for in article III confirmed
that the sharpness of the product concept definition (characteristics,
performance, target market, and positioning strategy of the product) before
one enters into development work (i.e., well-defined project targets) is
crucial for product development success in the wood industry. The analysis

84
also indicated that the strength of the project team leader has a significant
positive influence and that the degree of customer involvement has a
negative influence on product development success. Conversely, product
advantage and the cross-functionality of the development team did not show
a significant influence on product development project success. These
findings were found to be robust for incremental as well as more radical
product development projects. Further details can be found in article III.

4.4 Barriers to product development

Finally, resource constraints, production process uncertainties, the
weaknesses of the wood material, and structural shortcomings of supply
chains to some market segments were identified by product development
managers in the qualitative study as barriers to product development (see
article I). The analysis of quantitative data from the cross-sectional survey
described in article II showed that the difficulty of giving practical priority to
development work during the stress of everyday activity was perceived as
the most important barrier to product development among managers in both
innovating and non-innovating SBUs. A low competence level among the
personnel and a low need to innovate were perceived to be the second most
important barriers to product development among managers in, respectively,
innovating and non-innovating SBUs.

85
86
5 Discussion and conclusions

5.1 Introduction
This section first reports and discusses the reliability, validity and limitations
of the study. Then, the findings of the study are discussed and compared
with those of existing literature. Finally, recommendations for product
innovation in the wood industry are presented and advice for further
research is given.

5.2 Reliability, validity and limitations of the study

Research that cannot show that its methods and data are reliable and that its
conclusions are valid is of little value. Silverman (2000, p. 175) defines
validity as “…truth, interpreted as the extent to which an account accurately
represents social phenomena to which it refers”. Both internal validity (do
the gauges used actually measure what they are intended to measure (Juslin
& Lindström, 1998)), and external validity (to what extent are the results
generalizable to the whole population (ibid.)), are relevant for this study.
Merriam (1994, p. 177) identifies some important aspects to consider when
discussing internal validity: information never speaks for itself – it always has
to be interpreted; to measure an event without changing it is impossible;
numbers, equations and words are abstract symbols of reality and are not the
reality itself. Accordingly, the validity of interview-based research findings
must be assessed through judgments of the validity of the researcher’s
interpretation of (people’s) construction of reality. Accordingly, the
challenge for a researcher doing interviews is to seek understanding of the
interviewee and of his or her view on reality.

87
 Reliability can be defined as “…the degree of consistency with which
instances are assigned to the same category by different observers or by the
same observer on different occasions” (Silverman, 2000, p. 175). However,
reliability is a somewhat problematic concept in social science. The
challenge of ensuring the reliability of the methods used is, at least for the
method of interviewing, related to the fact that “asking and answering any
question can never be separated from mutual interpretations which are
inherently local and non-standardizable” (Silverman, 2000, p. 185).
Furthermore, according to Merriam (1994, p. 180), the basis of the concept
of reliability is that there is one reality that would look the same if studied
on repeated occasions. Because interview-based research, however, often
deals with the interpretation of people’s construction of reality, and because
people’s behavior is not static and their construction of reality is individual,
there are no solid points of reference for repeated measurements for ensuring
a reliable result (ibid.). Interestingly, some scholars consider this view as
ruling out systematic research (Silverman, 2001, p. 226). However, instead
of only defining reliability as congruence over repeated observations, one
may find it useful to consider the reliability of the result by assessing the
overall research methods and perspective of the researcher. For this to be
possible, it is important for the researcher to give a detailed account of the
research process (Merriam, 1994, p. 180).
Specific measures taken to strengthen validity and reliability, and the
detailed limitations of this study, are reported in articles I, II, and III, and
also partly in the method section of this thesis. In the qualitative study the
main limitation is the risk of invalid interpretations of respondents’ accounts,
a weakness inherent in all interview-based research. In the quantitative
studies, the main limitations concern the operationalization and
measurement of constructs. Also, model specification (which variables and
relationships to study) constitutes a limitation of the conclusions that can be
drawn. Some complements to the discussion in the articles are given in the
paragraphs below.
In both the qualitative and quantitative studies, product development in
the wood industry is studied with the assistance of the resource-based view
of the firm and the organizational capabilities approach. This framework is
not used in its most rigorous form, with the detailed operationalizations of
all its concepts, but is instead employed as a conceptual frame for structuring
the data. The benefit of entering a research project with a certain degree of
theoretical pre-understanding is that it allows the researcher to analyze the
gathered data in a structured way, for instance to make comparisons with
other research through the categorization of the data according to the proper

88
theoretical concepts and models. The drawback is that some information
that emerges during the research project is filtered away and not further
considered. The focus of the researcher is directed in a certain direction,
which helps him or her to see the focal phenomena more clearly, but this
hinders the discovery of unexpected information. To summarize, it is
important to realize that the narrowing down, focusing and choices made
according to the theoretical framework of the study also mean that this
research and its results are only one way of looking at the topic of product
development in the wood industry.
Data collection in this study relied on semi-structured and structured
interviews with managers. The qualitative study (article I) is described as a
study of managerial perceptions, and the findings are treated as what they
are: the individual opinions of a deliberately chosen set of people. For
questions about the structure of the product development process, key
success factors, and product development barriers, much of the synthesis was
left to the respondents. Because the interviewees were very qualified experts
on product development, however, the validity of their accounts, and thus
the findings of the study, can be expected to be high.
In the quantitative studies (article II and III), a more ‘objective’ approach
to data was applied. Increased ‘objectivity’ was achieved by reducing
respondents’ input from narratives to quantified opinions about pre-given
alternatives. Thus, if the constructs and their operationalizations gave a valid
account of what they were intended to measure, and the respondents’
opinions were reliable, valid conclusions about an ‘objective’ or ‘non-
subjective’ reality could be drawn. However, because the data were based
on individual opinions, it was still influenced by the interpretations,
judgments and reliability of the respondents. Whereas factual data pose less
of a problem in this sense, perceptual data are a bigger challenge. Podsakoff
and Organ (1986) remind us about the problem of common method
variance associated with the collection of perceptual data from key
respondents (see section 3.3.3). Even if some procedural measures were
taken in this study to decrease the effect of one of the sources of common
method variance (the consistency motif) the risk of bias due to social
desirability or cues in the stimulus setting still exits.
It can be argued that interviews can never produce anything but
idiosyncratic and subjective data, and that conclusions about events external
to the respondent based on this type of data are meaningless. There are,
however, arguments that point in the other direction. Most questions used
in the quantitative study are established operationalizations of the constructs
they intent to measure (see details about the origin of the constructs and

89
their operationalization in article II and III). They have been developed,
validated and used by many researchers over the years. Multi-item questions
also provide a possibility for the control of reliability through confirmative
factor analysis and the calculation of Cronbach’s alpha. Furthermore, there is
also evidence that conceptualizations may be shared among managers of
different firms in the same industry. Managers share a common language and
similar understandings of what the industry is and how it works (Alkbring,
2003; Pehrsson, 1990; Huff, 1982).
To summarize, it is important to adopt a humble perspective regarding
the measurement of complex social phenomena through the use of
structured self-report questions. In this study, measures were taken to
improve the validity and reliability of data gathering but the reader is also
encouraged to carefully evaluate the construction of the variables and the
questionnaire as a part of the interpretation of the findings of this study.

5.3 Discussion of findings in the light of the literature and

suggestions for further research

5.3.1 Drivers, strategic objectives, outcomes and antecedents of product

development
The drivers, strategic objectives and outcomes of product development that
were reported by the respondents in article I conformed relatively well to
what could be expected based on existing literature and the present industry
conditions. The lack of ‘capability development’ as an objective for starting
product development projects in the investigated companies indicates a
somewhat narrow product-market focus in their product development
strategy.
The findings reported in article II suggest that the total share of SBUs in
the Swedish and Finnish wood industry that were active in product
innovation during 2002-2006 was 64%. This figure can be compared to the
findings of the Swedish and Finnish CIS 2004 where, respectively, 39% and
34% of all industry companies were found to be active in product
innovation during 2002-2004 (Statistics Finland, 2007; Statistics Sweden,
2006). With reservations to account for the possible effect of the identified
underrepresentation of small sawmills and slightly different study units and
time periods between this and the present study, the relatively large share of
innovating SBUs found in the wood industry gives an indication of the
increased interest in innovation even what is traditionally seen as a ‘low-
innovation’ industry.

90
 The findings reported in article II also suggest that organizational size and
educational level among white-collar workers are two important facilitators
of product development activity in the wood industry. These variables are
also commonly mentioned in the literature (Hansen et al., 2006; Becheikh
et al., 2006) and motivated mainly by better access to resources and more
possibilities for innovation among large companies as well as better creativity
and problem-solving capability among companies with well-educated
personnel and a mix of academic- and experience-based competence.
Among these factors, the possibility of increasing the share of academics in
the wood industry might be considered the more interesting of the two.
Low competence level among the personnel was also pointed out by
respondents in the survey as one of the most important obstacles to product
development. The need for more academics and the positive effects this
could bring have also recently been discussed in the branch (Carlsson, 2008).
Some antecedents of innovation activity identified in other industries
found, however, no support in the data. The unexpected results might be
evidence of specific conditions typical for the wood industry. Regarding
export share, for example, a common business model in the wood industry
is selling commodity products in export markets via company-external
agents (Hugosson & McCluskey, 2008). These agents handle direct
communication with the customers and possibly work as filters or even
obstacles for the flow of information from the market to the customer. In
this way, the positive influence of a high export share on the flow of market
information is reduced in the wood industry. This might explain the lack of
influence of export share on innovation activity found in article II. In the
same article, it was also shown that market orientation is of less importance
for innovation activity. This is in conflict with the literature and also with
the statements from managers in the qualitative study. One explanation for
this contradiction might be that market orientation in a conservative
industry (with conservative customers as well) might lead to a situation
where the business unit gets stuck in gradual improvements of existing
products instead of seeing new possibilities (Mohr et al., 2005, p. 116).
Korhonen and Niemelä (2004) found in a study of the leading forest
industry companies that “a strong customer orientation could counteract the
innovation benefit resulting from improved internal information flow”, that
is, being too focused on customers might hinder innovation and only
produce the gradual improvement of existing products. Nevertheless, market
orientation was acknowledged by the managers in the qualitative study as an
important facilitator of product development. However, the managers in the
qualitative study represented companies recognized as innovation leaders in

91
the industry. It is not implausible that these companies might also mainly
have relationships with the innovation leaders among customers. Because
these companies are focused on new solutions, close relationships with these
companies might actually lead to new ideas instead of the improvement of
past solutions. The structure and effects of market orientation are widely
debated among scholars. It has, for example, been suggested by Narver et al.
(2004) that a special form of proactive market orientation is needed, in which
reaction to market events is complemented by proactive opportunity-
seeking. This would then protect from passiveness and from restriction to
incremental innovations. Furthermore, Atuahene-Gima et al. (2005) argue
that the effects of market orientation on product development success are
complex. The authors argue for a curvilinear relationship, in which a
‘medium’ level is to be preferred, whereas low and high extremes are seen as
counterproductive. Another possible explanation for the lack of influence of
these two well-known innovation antecedents is the fact that this study
focused more on product innovation than other types of innovation, for
example process and business system innovation (Hovgaard & Hansen,
2004). Factors found to have no influence on product innovation in this
study might instead have an influence on other types of innovation in the
wood industry.

5.3.2 The product development process and its key success factors
Managers’ views on product development, as described in article I, showed
that product development in their companies deliberately is carried out in a
more unstructured, trial-and-error fashion than what is recommended in the
literature (see, e.g., Cooper & Kleinschmidt, 2004). The opinions expressed
by managers also give evidence of a close relationship between product,
process and business model innovation. This is in line with some literature
(Schilling, 2008, p. 45) but in conflict with an earlier study of innovation in
the forest industry (Hovgaard & Hansen, 2004) which describe these types
of innovation as more or less separate processes.
As was shown in article III, the sharpness of product concept definition
and leadership strength has a positive influence on the success level of
product development projects. This is not surprising. These two factors have
consistently been pointed out by previous researchers, and also by the
respondents in the qualitative study (article I), as important facilitators of
success. It is assumed that these two factors decrease the feeling of
discomfort among the personnel caused by the uncertainty of the innovation
project, help with the prioritization of tasks, and also improve the
coordination of work between company functions. The literature points out

92
the importance of careful pre-analysis work during the ‘fuzzy front end’ of
the development process in order to arrive at a sharp, high-quality product
concept definition before entering into the more costly development phase.
An inadequate pre-analysis might lead to heavily changing goals during the
project - something that can make initial investments obsolete, cause
frustration among development team members and increase development
time (Salomo et al., 2007). However, allowing no goal changes while
development is underway may indicate a real rigidity of process
management (ibid.). Furthermore, too much pre-analysis kills the energy of
the project according to the respondents in the qualitative study. This
contradiction points out the importance of balancing formality, structure and
attention to detail with informality, flexibility and speed in wood industry
product development projects. This challenge resembles the challenge of
balancing or simultaneously conducting exploration and exploitation, as
acknowledged by previous research (Trott 2005 pp., 77-78; Grant 2002, pp.
357-358). Closer investigations into how a high quality pre-analysis could be
achieved while still maintaining creativity and energy in the project would
be interesting for both academics and practitioners.
The fact that product advantage, the cross-functional composition of the
development team and customer involvement did not have a significant
influence (and that customer involvement in fact had a negative influence)
on project success in the quantitative analysis reported in article II is,
however, more surprising. Because these factors were acknowledged as
important both by previous cross-industry research and by the respondents
in the qualitative study reported in article I, a complex picture emerges. The
lack of a positive influence of customer involvement, for example, might be
explained by the fact that businesses are unaccustomed to cooperation with
customers. As stated above, a traditional business model in the wood
industry includes the sales of commodity products to export markets via
company-external agents. To involve customers in development projects in
an efficient way might require new ways of working and improved external
communication ability among wood industry companies. For example, it has
been shown that knowledge can be difficult to move from customer to
supplier because of social embeddedness (Andersson & Dahlqvist in
Håkansson & Johansson (eds.), 2001). Some sort of knowledge mediator
might then be needed in the relationship (ibid.). It is not implausible that the
companies in the wood industry are in a learning phase with regard to
cooperation with customers. In this learning phase, customer involvement
might, in fact, lower the effectiveness of the development process in the
short term (Korhonen & Niemelä, 2004), but might also act as an

93
investment in improved relationships and mutual communication ability
over the long term (as indicated by the respondents in the qualitative study
reported in article I).
Significant correlations between independent variables in the quantitative
data indicate complex relationships among project management variables.
Especially important is the highly significant positive correlation between
customer involvement and sharpness of product concept definition, which
indicates the possibility of a two-fold influence of customer involvement on
project success: A positive indirect influence through the positive effect on
the sharpness of product concept definition (Cooper & Kleinschmidt, 1994;
Thomke & von Hippel, 2002) and a negative direct influence because close
cooperation with customers consumes additional time and resources. To
summarize, the results of the qualitative and quantitative studies indicate a
complex relationship between customer involvement and product
development activity and success. Further case study research on producer-
customer interaction during development work in the wood industry is
therefore needed (see, e.g., Trulsson, 2008). Furthermore, the significant
correlation between customer involvement and sharpness of product
concept definition, and also among other project management variables calls
for structural equation modeling analysis. Because this study had too few
cases for this type of analysis, this could be a fruitful approach for future
scholars utilizing datasets with a larger amount of study units.
The influence and lack of influence of some project management factors
identified in article III were found to be valid under different degrees of
product newness. Because scholars seem to agree that the moderating effect
of uncertainty (as manifested, e.g., in product newness) on the relationship
between project management measures and project success exists, this
finding was surprising. However, product development in the wood
industry commonly takes place within conventional technological and
market bounds (see article I), and the moderating effects of product newness
might therefore not be clearly visible in broad surveys of product
development work in this industry. Research on project management –
performance relationships in highly innovative wood industry product
development projects, such as development of system solutions for wood-
based multi-storey construction, is needed to examine this further.
Other key factors for successful product development, as perceived by
the managers interviewed for article I, conform reasonably well to those that
have been found by previous research both within and outside the forest
sector context. Entrepreneurship (willingness to innovate and willingness to
take risks, Naman & Slevin, 1993) and market orientation among the

94
personnel were, for example, mentioned as important facilitators of success
in product development work in general. Studies of managerial perceptions
in a neighboring process industry also based on natural resources – the food
industry – also indicate the conformance of product development key
success factors in that industry with the conclusions of general product
development literature (Stewart-Knox & Mitchell, 2003).

5.3.3 Barriers to product development

The survey of perceived barriers to product development, in both the semi-
structured (article I) and structured (article II and III) interviews with
managers, showed that resource constraints, high pressure from daily
operative work, and the ensuing difficulty in prioritizing development work
are the most important barriers to product development in the wood
industry. Although it is often mentioned, these factors are seldom described
as the most important barriers in cross-industry investigation of innovation
barriers. It seems, therefore, to be a factor that is specific to the wood
industry.
In one of the seminal works of organization science, March and Simon
(1958) acknowledge some of the basic challenges of the organization of
human activity in formal organizations. In the case of organizational change,
the authors pose that there are two basic factors that influence organizational
members’ choices regarding activities to engage in: time pressure and clarity
of goals. The authors continue (1958, p. 185): “These propositions lead to a
prediction that might be described as the “Gresham´s Law” of planning:
Daily routine drives out planning. Stated less cryptically, we predict that
when an individual is faced both with highly programmed and highly
unprogrammed tasks, the former tend to take precedence over the latter
17
even in the absence of strong over-all time pressure.” One conclusion
based on this might be that it is typical for individuals in organizations to
prefer short-term operative work over long-term innovative work. The
authors point out that a set-up of specific organizational units for
development work in which the agenda does not include operative work, or
the sharpening of time pressure for innovative work because of the
dysfunctionality of existing solutions (e.g. the break-down of a machine
results in an urgent need to invest in a new one), might increase focus on

17
Gresham's Law is commonly stated: "Bad money drives out good." It is named after the
English financier Sir Thomas Gresham (1519 – 1579), and originates in the observation that
’bad’ coins (worn and torn) drove ’good’ coins (not worn and torn) out of circulation in the
marketplace because people had larger incentives to give ’bad coins’ as payment or in
exchange.

95
innovation. It is the belief of the author of this thesis that the barriers to
product innovation in the wood industry are heavily connected to this
“Greshams Law” of planning as described by March and Simon. The
challenge for managers in the industry is to inspire people in their
organizations to escape the short-term operative focus and develop new
business models, preferably before the old ones ‘break down’. Further
research about how to do this is an important task for researchers interested
in the strategic and organizational challenges of the wood industry.

5.4 Implications for practitioners – recommendations for

innovation management in the wood industry

5.4.1 Introduction
Factors that influence high innovation activity and effective product
development are summarized below in the form of recommendations to
practitioners. The recommendations are divided in two separate sections.
The first deals with the first main objective of innovation management: to
be more innovative, in this case to increase the product development
activity in the company. The second deals with the second main objective
of innovation management: to innovate more effectively, in this case
reaching a higher degree of success for each product development project.
The recommendations are based on a synthesis of literature on innovation
management and the empirical findings of this study. The synthesis has led
to conclusions about the prioritization of some specific key factors that seem
to be especially important in the wood industry context. In this way, the
general knowledge about innovation management has been adjusted to fit an
application in this wood industry context.

5.4.2 Recommendations for increased product development activity

Business strategy
To increase product development activity, managers are advised to craft a
business strategy that includes a commitment to technology, stresses the
importance of product development and views it as a tool for competence
development. The positive effects of product development on customer
relations, investment in new machine equipment, company image,
willingness to innovate among personnel, and knowledge related to markets
and technology identified in article I are striking examples of such
competence development.

96
Resources, capabilities and infrastructure of the company
Access to time and resources for development work is of the utmost
importance for innovation activity. Difficulty in giving practical priority to
development work was pointed out in article II as the most important
barrier to product development. Promoting the prioritization of
development work is a multi-faceted task for managers. One way is to
ensure the existence of a product development function in the business unit.
To save resources in smaller business units, this can entail setting up a part-
time position rather than a full-time position or a whole department. To
create scale advantages in development work, ensuring the sufficient size of
the business unit and/or promoting cooperation with peers are important
tasks. Ensuring that there is a certain amount of slack resources is, regardless
of organizational size, rewarding for creativity. A flexible and informal
organizational structure based on market segments rather than functions, as
well as the set-up of a structured product development process is also an
important measure to take.
Furthermore, it is important to increase specialization and professionalism
among managers, strengthen internal and external communication skills and
assure a well-educated staff with a diverse range of skills (which in most cases
in the wood industry results in a need to hire more academics). The need
for a well-educated staff was clearly demonstrated in article II. Low
knowledge level among the personnel was pointed out as the second most
important barrier to product development among innovating business units
in this study, and the share of academics among white-collar workers in the
business unit emerged as a strong driver of innovation activity.
The study shows conflicting results concerning the benefit and
importance of a market- oriented culture in the business unit. In article II, it
was shown that market orientation in the industry’s business units is of less
importance for their innovation activity. This is in conflict with the
literature and also with the statements from managers accounted for in article
I. The contradiction is believed to be due to the fact that most wood
industry companies and their customers are conservative and that market
orientation among the wood industry companies might lead to a situation
where only gradual improvements of existing products are being made
instead of new possibilities being seen. The positive influence of market
orientation on innovation acknowledged by managers cited in article I
might be due to the fact that these managers represent the innovation leaders
in the industry and that those companies mainly have relationships with the
innovation leaders among customers. Close relationships with this type of
customer might actually lead to new ideas instead of improvements of past

97
solutions. Therefore, managers in the wood industry are recommended to
put less emphasis on management measures that promote an orientation
towards conventional and conservative customers and instead direct their
focus towards the innovation-leading customers. Another path would be to
put less emphasis on what customers say and look more to what they do, and
then proactively evaluate the possibilities this creates.
As reported in article II, another well-known innovation antecedent,
export share, showed no influence on innovation activity. This is believed to
be connected to the loss of market information resulting from the traditional
business model in the wood industry with agents or other middle-men as
representatives in export business. Therefore, to get access to the potentially
valuable and inspiring information flow from export markets, managers are
advised to cooperate with middle-men that allow and encourage the
presence of the company’s personnel in the market or to build direct
relationships with customers.
Finally, the cultivation of a learning-oriented culture in the organization
is facilitated by encouraging vigilance, adaptability, receptivity and
acceptance of risks among the personnel. This can be achieved by actively
pursuing product development and, while so doing, showing tolerance for
mistakes as long as lessons are learned from them.

Industry collaboration
Some barriers to product development identified in article I can be
addressed through industry collaboration. Better knowledge about the
properties and functionality of wood, better technology for wood processing
and control of raw-material and production flow, and the development of
proper product standards were all referred to by respondents as projects too
large for a single company but well-suited for broad industry collaboration.
Managers are therefore advised to promote such collaboration, for example
through participation in research programs lead by universities or research
institutes.

5.4.3 Recommendations for increased product development effectiveness

New product strategy

To increase the degree of success in product development projects, managers
are advised to evaluate business opportunities and focus on those that
combine high customer value and synergies with their existing resources and
capabilities.

98
Resources, capabilities and infrastructure of the company
Managers are advised to apply an organizational structure based on market
segments and to support development work and the risk-taking inherent in
this process. For product development targeting new market segments (e.g.,
wood in multi-storey construction) or end-consumers (e.g., retail), or for
those that include radical new technology or product functionality,
knowledge and other resources for new product launch are very important.
Flexible and versatile production equipment facilitates the important test
production of new products. To combine flexibility and versatility with the
ever important demand on efficiency might, however, be problematic.
Cooperation with subcontractors during the test production stages could
then be beneficial.

Organization of product development projects

As concluded in article III, product development projects should be well-
defined and product development teams should be given autonomy and
responsibility and be led by a strong and competent leader. The sharpness in
product concept definition (the technical specifications, target market, and
positioning strategy of the product) was shown in article III to be a strong
driver of project success. The sharpness of the product concept definition
depends on the quality of the pre-development analysis, so priority should
be given to this important part of the development process. For the actual
development work, one should assure that all steps of the product
development process are included while still maintaining creativity and
energy by running the projects in a rapid, informal and flexible way.
Continuous evaluation through go/kill decision points helps to steer the
creative work without applying rigorous control over the details. The use of
a product development model such as the Stage-Gate model® (see section
2.3.3) can assist in the management of a project. It should not, however, be
used as a rigid plan of action, but rather as a map that inspires and assists in
the progress and evaluation of the project.
The findings of article III suggest a complex relationship between
customer involvement in projects and project success. Even though the
effect was somewhat uncertain, customer involvement showed a negative
direct influence on project success. At the same time, however, customer
involvement was strongly correlated with the number one driver of success -
sharpness of product concept definition. Close customer relations were
identified in article I as one of the more important key factors for success.
One explanation for the differing indications regarding the influence of
customer involvement might be that many wood industry companies are

99
unaccustomed to close cooperation with customers. This could be the result
of a long tradition of sales of commodities without the need for cooperation
in development projects. Thus unaccustomed, such cooperation might result
in a lowering of the effectiveness of development projects if customers are
involved. The implication could be that even though deep customer
relations are worth striving towards, organizations with little previous
experience with customer involvement should avoid too deep an
involvement of customers in development projects until they have gradually
built their customer relationship management capabilities.
Finally, key success factors such as the willingness to innovate among
personnel, the capability of managing product development projects, and
customer relations have been found in article I to be strengthened by
repeated product development, so that a cumulative positive effect of
continuous development efforts can be expected.

100
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Acknowledgements
To carry out a PhD project is a great challenge, both for the candidate and
for the persons in his or her proximity. I am very grateful to the many
people who have supported me in various ways during my time as a PhD
student. The most important mainstay, however, has been my main
supervisor Associate Professor Anders Roos. Thank you Anders for always
taking time to listen to my thoughts, for always providing quick and
valuable feedback on research plans, manuscripts and other documents, for
good co-authorship, and for brotherly support through the rollercoaster of
doing research. I have felt very prioritized. Thanks also to my second
supervisor Dr. Mårten Hugosson and my colleague Dr. Denise McCluskey
for inspiring discussions and guidance through the labyrinths of social
science theories and methods. Thanks also to all the rest of my colleagues at
the Department of Forest Products with whom I have shared many laughs
and had interesting discussions. A special thanks to Gunilla Reischl and Dr.
Lisa Holmgren for the many ‘debriefings’ we have had concerning the
mysteries of the academic world and the challenges of being a PhD student.
A special thanks also to our Dean, Professor Mats Nylinder for his pleasant
and generous approach to leadership at the department.
Furthermore, I would like to express my gratitude to Dr. Richard
Ferguson and Associate Professor Rune Wigblad for your valuable feedback
at my half-time and pre-dissertation seminars. I would like to thank the
members of the SPWT research consortium for your valuable suggestions
and support. I would also like to thank Antti Virtanen at the University of
Helsinki, Department of Forest Economics and Tuulikki Simu and Mari
Törrö at the Swedish University of Agricultural Sciences, Department of
Forest Products, for their help with translations of texts. Dr. Carolina
Liljenstolpe, Department of Economics at the Swedish University of
Agricultural Sciences and Dr. James Sallis, Department of Business Studies at

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Uppsala University assisted me during the multivariate analyses, and for that
I am very grateful. Thanks to Silja Korhonen-Sande for patiently explaining
the organizational capability approach, and to Jon Bingen Sande for
assistance and advice on questionnaire development and multivariate
analysis. I would also like to thank SCA Timber for letting me use the cover
photo, and all interviewees for taking time and effort to answer my
questions. Furthermore, I express my gratitude to the Finnish Ministry of
Agriculture and Forestry and the Department of Forest Products at the
Swedish University of Agricultural Sciences whose funding made this
research possible.
Last but not least I am very grateful to my friends and family for your
support in various ways. A particularly warm hug and kiss to my beloved
wife Anna, who has given me uncompromising support when I have
doubted on where this project was going and who has taken a large
responsibility at home when I finalized the thesis, and to our lovely kids
Axel and Lisa for taking my thoughts away from work.

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