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Faculty Profile
Thomas Hoholm
Head of Department - Department of Strategy and Entrepreneurship
Biography
Research areas
Managing and organizing innovation, learning and knowledge in and across organizations. Studies of the food industry (agri- and aquaculture), and of healthcare technologies and practices. Particularly interested in how organizational and market practices and processes tend to be shaped through a complex interplay of human, technological, economic and cultural elements.
Organization studies, innovation studies, science and technology studies, practice based studies of organizations and markets, industrial networks, organizational learning.
Teaching areas
Various courses related to organization, innovation management, entrepreneurship, and strategy.
The purpose of this paper is to investigate the mediating role of boundary objects in interaction processes within business networks. From a single case study in the grocery retail industry, we find that such objects are used within interaction processes for collaboration, but are also used extensively for handling conflict, facilitating economic negotiations, and power execution. As such, network-level boundary objects do not require broad consensus by all the involved actors, but instead narrow consensus in a particular interaction process.
Hoholm, Thomas; Strønen, Fred H., Kvaerner, Kari Jorunn & Støme, Linn Nathalie (2018)
Developing Organizational Amidexterity: Enabling Service Innovation in a Hospital Setting
Hoholm, Thomas; La Rocca, Antonella & Aanestad, Margunn (red.). Controversies in Healthcare Innovation. Service, Technology and Organization
In Chapter 13, Hoholm et al. discuss controversies in the healthcare sector by studying the nature of innovation projects at the Clinic of Innovation at Oslo University Hospital and its efforts to improve organizational ambidexterity in the area of service innovation. This includes more room for exploration, and improving their capacity to translate and exploit service innovations in use. Using the notions of ‘exploration’ and ‘exploitation’ (March, Organization Science 2:71–87,1991) the authors show how successful innovation requires two different organizational capacities and discuss how a complex knowledge organization like a hospital may increase its ability to handle both, often referred to as ‘organizational ambidexterity’ (Junni et al., The Academy of Management Perspectives 27:299–312, 2013). The authors propose three conditions for driving ambidexterity: organizational responsibilities and roles, provisional evaluation methods, and systematic cross-case learning.
Araujo, Luis; La Rocca, Antonella & Hoholm, Thomas (2018)
Reconfiguring the relation between primary and secondary healthcare through policy instruments
Hoholm, Thomas; La Rocca, Antonella & Aanestad, Margunn (red.). Controversies in Healthcare Innovation. Service, Technology and Organization
Hoholm, Thomas; La Rocca, Antonella & Aanestad, Margunn (2018)
Controversies in Healthcare Innovation. Service, Technology and Organization
Palgrave Macmillan.
Hoholm, Thomas & Araujo, Luis (2017)
Innovation policy in an interacted world: The critical role of the context
Håkansson, Håkan & Snehota, Ivan (red.). No Business is an Island: Making Sense of the Interactive Business World
Strønen, Fred H.; Hoholm, Thomas, Kvaerner, Kari Jorunn & Støme, Linn Nathalie (2017)
Dynamic Capabilities and Innovation Capabilities: The Case of the ‘Innovation Clinic’
La Rocca, Antonella; Öberg, Christina & Hoholm, Thomas (2017)
When start-ups shift network – notes on start up journey
Aaboen, Lise; La Rocca, Antonella, Lind, Frida, Perna, Andrea & Shih, Tommy (red.). Starting Up in Business Networks Why Relationships Matter in Entrepreneurship
La Rocca, Antonella; Hoholm, Thomas & Mørk, Bjørn Erik (2017)
Practice theory and the study of interaction in business relationships: Some methodological implications
From breakthroughs in knowledge to integration in medical practices
Škerlavaj, Miha; Černe, Matej, Dysvik, Anders & Carlsen, Arne (red.). Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations
La Rocca, Antonella; Hvidsten, Adeline & Hoholm, Thomas (2016)
Making innovations work locally: the role of creativity
Škerlavaj, Miha; Černe, Matej, Dysvik, Anders & Carlsen, Arne (red.). Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations
The purpose of this paper is to investigate the dynamics of networked power in a concentrated business network. Power is a long standing theme in inter-organizational research, yet there is a paucity of studies about how power emerges and is constructed over time at the network level. The paper adopts process, systems and network theory to interpret a rich single case study from the food industry. Three power mechanisms are identified, gatekeeping, decoupling and resource allocation, which form the basis of a model of networked power dynamics. Empirically tracing the dynamics of networked power highlights the economic contents of interactions. The paper extends current understandings of power as ‘conflict and coercion’ to include influencing, leveraging and strategic maneuvering in the actual performance of networked power.
Mørk, Bjørn Erik; Aanestad, Margunn & Hoholm, Thomas (2013)
Tverrfaglig samhandling: En praksisbasert studie av utvikling og implementering av nye praksiser i sykehus
Tjora, Aksel Hagen & Melby, Line (red.). Samhandling for helse: Kunnskap, kommunikasjon og teknologi i helsetjenesten
Hoholm, Thomas & Håkansson, Håkan (2012)
Interaction to bridge network gaps. The problem opf specialization and innovation in fish technology
The IMP Journal, 6(3), s. 254- 266.
Hoholm, Thomas & Olsen, Per Ingvar (2012)
The contrary forces of innovation: A conceptual model for studying networked innovation processes