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Crisis Induced Innovation- the case of Artic Healthcare: How can a crisis be a driving force for innovation?

Koperek, Kinga Weronika; Larsen, Roger Holmen
Master thesis
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URI
https://hdl.handle.net/11250/3016687
Date
2022
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  • Studentoppgaver (SV-IMS) [1517]
Abstract
 
 
Through this case study we examine the phenomenon of Crisis Induced Innovation, with the

purpose of exploring and further understanding the true nature of an emergency and how the

driving forces across the market dimensions function. We approached this topic with some

level of caution, as it is our first instinct to view a crisis as something inherently negative. The

topic of our research covers the Covid-19 pandemic as a driver for change across the many

different market dimensions, which we have elected to explore using theories within the fields

of socio-technical dynamics, emergency frames, innovation management, and rhetorical

situation. The overreaching objective that has been driving our academic focus is to

understand how a firm may capitalize on radical changes in market conditions and make an

adaptive move last beyond the crisis that caused the radical changes. Important notions of our

research have been to understand how the dynamic of acutely heightened demand would

affect the company in questions as the market returns to normalcy.

Our analytical approach towards this phenomenon were based on the notion of Crisis Induced

Innovation being the result of complex causal relationships that can be traced across market

dimensions through the utilization of relevant framework. Our predictions to start was that

Artic Healthcare, the company that served as a case study example for this purpose, started

their operations in the beginning of the pandemic, and elected to utilize the rapid changes to

speed up innovation processes.

Among our findings is that Crisis Induced Innovation, as a dynamic effect, is subjected to be

affected by its surroundings the same way it affects others. As we employed the MLP with a

focus on temporal dynamics, it became obvious that time was an essential element of how the

phenomenon evolves. However, we were not able to fully study these temporal dynamics and

gain an understanding of how far these pressure points can give an effect, as the case in

question reached a point in which progression stopped due to lack of funding for the

innovation case we studied. Despite this setback, we have been able to analyse how the

phenomenon affects the other dimensions through the employment of the multi-level

perspective, we have examined temporal dynamics through the employment of innovation

management theories that evaluates process speeds, and we have explored the complex nature

of the phenomenon by evaluating it from multiple frames simultaneously, which is presented

in our discussion.
 
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uis

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