Innovation Management of Centres for Research-Based Innovation

Although perspectives on innovation management have changed significantly since 1900, the capability to innovate is the most important factor in value creation (Miller, 2015). This paper focus on the innovation management of one long term R&DI project – SWIPA – of eight years. The Research Council of Norwegian (RCN) established Centres for Research-based Innovation (SFI) projects in 2005 to strengthen technology transfer, internationalisation and researcher training. Close cooperation between R&D-active companies and prominent research groups is intended to develop expertise that is important for innovation and value creation. Among the defined success criteria for centres’ innovation and value creation is to develop a framework for encouraging innovation and defining, mapping and following up research results that have innovation potential. Based on Damvad Analytics (2018) evaluation of long-lasting projects, RCN currently requires that proposals clarify innovation management regarding competence, integration in the centre strategy, and collaboration. The effect of the centres’ contribution to innovation can be challenging to measure and make visible. One reason is that the realisation of the innovation potential from an SFI mainly takes place by user partners and in many cases in separate projects that run in parallel with or after the SFI’s lifetime. This paper uses the SWIPA centre (2021 – 2028) to illustrate innovation management activities and challenges. This paper presents established management practices and actions and use theories on knowledge management to reflect on these, e.g. a dedicated work package for innovation and technology development, roles and responsibilities related to the Centre Director and the Innovation Advisory Committee (EIAC), collaboration between work packages, involvement of partners, and creation of Key Performance Indicators.