Guiding innovation socially and cognitively: the innovation team model at Skanova Networks

This paper presents a case study describing the development of an innovation team in a large Swedish telecom company, the aim of which is to find, test and promote new product and service concepts. Drawing on experience from the team’s first year of operation, it is concluded that certain roles given within the team, especially that of the manager in charge of boundary work vis‐à‐vis the line organization, actualize a range of issues pertinent to the study of corporate venturing but redress these in a new light. For instance the notion of guiding an innovation through a locally conceived “innovation space” is presented, and shown to require a previously under‐emphasized measure of social and cognitive engagement on the part of the team.