Emergent Innovation—a Socio-Epistemological Innovation Technology. Creating Profound Change and Radically New Knowledge as Core Challenges in Knowledge Management

This paper introduces an alternative approach to innovation: Emergent Innovation. As opposed to radical innovation Emergent Innovation finds a balance and integrates the demand both for radically new knowledge and at the same time for an organic development from within the organization. From a knowledge management perspective one can boil down this problem to the question of how to cope with the new and with profound change in knowledge. This question will be dealt with in the first part of the paper. As an implication the alternative approach of Emergent Innovation will be presented in the second part: this approach looks at innovation as a socio-epistemological process of “learning from the future”.\ud Keywords:\ud Innovation, radical innovation, emergent innovation, knowledge creation, change

Emergent Innovation and Sustainable Knowledge Co-creation. A Socio-Epistemological Approach to “Innovation from within”

Innovation has become one of the most important issues in modern knowledge society. As opposed to radical innovation this paper introduces the concept of Emergent Innovation: this approach tries to balance and integrate the demand both for radically new knowledge and at the same time for an organic development from within the organization. From a more general perspective one can boil down this problem to the question of how to cope with the new and with profound change (in knowledge). This question will be dealt with in the first part of the paper. As an implication the alternative approach of Emergent Innovation will be presented in the second part: this approach looks at innovation as a socio-epistemological process of “learning from the future” in order to create (radically) new knowledge in a sustainable and “organic” manner. Implications for knowledge society will be discussed.Knowledge society; (radical vs. incremental) innovation; emergent innovation; knowledge creation; change

Triple-loop learning as foundation for profound change, individual cultivation, and radical innovation: Construction processes beyond scientific and rational knowledge.

Purpose: How does new knowledge or profound change come about and which processes of construction are involved? This article aims at developing an epistemological as well as methodological framework which is capable of explaining how profound and radical change can be brought about in various contexts, such as in individual cultivation, in organizations, in processes of radical innovation, etc. The concept of emergent innovation will be developed—it is based on the triple-loop learning strategy and the U-theory approach which opens up a perspective how the domain of scientific/rational knowledge, constructivism, and wisdom could grow together more closely. Design/Structure: This article develops a strategy which is referred to as “triple-loop learning”, which is not only the basis for processes of profound change, but also brings about a new dimension in the field of innovation, learning, and knowledge dynamics: the existential realm and the domain of wisdom. A concrete approach realizing the triple-loop learning strategy is presented. The final section shows, how these concepts can be interpreted in the context of the constructivist approach and how they might offer some extensions to this paradigm. Findings: The process of learning and change has to be extended to a domain which concerns existential issues as well as questions of wisdom. Profound change can only happen, if these domains are taken into consideration. The triple-loop learning strategy offers a model fulfilling this criterion. It is an “epistemo-existential strategy” for profound change on various levels. Conclusions: The (cognitive) processes and attitudes of receptivity, suspension, redirecting, openness, deep knowing, as well as “profound change/innovation from the interior” turn out to be core concepts in this process of emergent innovation. They are compatible with constructivist concepts. Glasersfeld’s concept of functional fitness is carried to an extreme in the suggested approach of profound change and finds an extension in the existential domain.Double-loop learning, individual cultivation, emergent innovation, (radical) innovation, knowledge creation, knowledge society, personality development, presencing, profound change, triple-loop learning, U-theory, wisdom

Embryomorphic Engineering: Emergent innovation through evolutionary development

Embryomorphic Engineering, a particular instance of Morpho-genetic Engineering, takes its inspiration directly from biological development to create new hardware, software or network architectures by decentralized self-assembly of elementary agents. At its core, it combines three key principles of multicellular embryogenesis: chemical gradient di usion (providing positional information to the agents), gene regulatory networks (triggering their diferentiation into types, thus patterning), and cell division (creating structural constraints, thus reshaping). This chapter illustrates the potential of Embryomorphic Engineering in di erent spaces: 2D/3D physical swarms, which can nd applications in collective robotics, synthetic biology or nan- otechnology; and nD graph topologies, which can nd applications in dis- tributed software and peer-to-peer techno-social networks. In all cases, the speci c genotype shared by all the agents makes the phenotype's complex architecture and function modular, programmable and reproducible

Implications of Blockchain Data Architecture: Research and Teaching an Emergent Innovation

The paper will frame teaching and research strategies based on experience of teaching and researching emergent technologies and particularly focus on Blockchain distributed data architecture

Seven Pillars of New Leadership for Enabling Emergent Innovation

I would like to argue that we consider a new leadership fundamentally different from current leadership model as the leader centered power model for implementing emergent innovation. The ingredients of new leadership are as follows: moderator as merciful, peacemaker as reconciler, server as nurturing, wisdom-creator as revelator, vision-maker as having dream, facilitator as empowerer, and thanks-giver as acknowledger. I would like to say these as the seven pillars of new leadership for emergent innovation

How innovation systems emerge to solve ecological problems: Biofuels in the United States and Brazil

This paper discusses the re-emergence of biofuel innovation systems in the United States and Brazil. We argue that innovation systems emerge and evolve to solve a problem, and that the way the problem is framed and articulated has a significant impact on the direction and momentum of this evolution. Additionally, innovation sequences occur with a recurrent pattern of changing problems and innovative solutions. We consider the role of the State as a core actor in the mobilisation of innovation systems and discuss how specific institutional arrangements, political contexts and technological competencies influence how problems are framed. We find that role of the State varies across time as well as across different geographical regions. Finally, we suggest that as ecological problems intensify we might expect to see an increase in State intervention in innovation systems

The Role of Innovation Portfolio Management in the Nexus between Deliberate and Emergent Innovation Strategies

Planning and implementing innovation strategies are typically considered to be top-down processes and innovation portfolio management plays a decisive role in this context by aligning the project portfolio to the firm’s strategy. However, in strategic management research it is well accepted that strategies are not solely deliberate but can also be emergent. Thus, between top-down innovation strategy formulation and its implementation, responding dialectic elements are required to sense emerging strategic impetuses and cope with changing environmental conditions. This paper addresses the role of portfolio management in the nexus between strategy formulation and implementation. Using a sample of 182 medium and large firms with two informants, we show that portfolio management not only fosters the implementation of intended innovation strategies through vertical integration but also discloses strategic opportunities by unveiling emerging patterns. The findings show that portfolio management contributes to innovation portfolio success by supporting both the implementation of deliberate and emergent strategies through vertical integration and strategic disclosure. The effects are complementary in that both activities increase the positive effects of the other. Furthermore we find that strategic control (i.e. premise control, implementation control, and strategic surveillance) on a portfolio level indirectly contributes to success mediated by vertical integration and strategic disclosure. Finally, we show that the influence of vertical integration on innovation portfolio success is reduced under high environmental turbulence

Organization for Enabling Emergent Innovation in Changing Times

Emergent innovation is required to respond to the instability and discontinuity of environmental changes. Emergent innovation and new operations of organization in changing times are paramount to address the challenges using new thinking and new invention. The wisdom, insight, discretion, and understanding that implement appropriate organizational operation are required in these new times. This approach is necessary to avoid being trapped by the remains of old successful experiences. We need to explore new divisions of work and adjustment, new organizational structures, new motivation and new leadership, new relationships and new communication, and new values in the organization. These changes are also necessary to redefine an organization from a cooperative system to a collaborative community

Listening to Luddites: Innovation Antibodies and Corporate Success

Protracted innovation is an essential activity of every organization in the modern global marketplace and is fueled by a continuous stream of fresh ideas. Contemporary business literature decries the innovation antibody, employees who intentionally thwart the acquisition and dissemination of crucial new ideas. The business press posits but one uniform type of innovation antibody often unwittingly encouraged by corporate actions, and should be quickly and effectively neutralized. This paper asserts that, like biological antibodies in the human body, the work of innovation antibodies in the corporate body can be either positive or negative. It is true that recalcitrant negative innovation antibodies determined to slow or eliminate innovation must be excised from the organization. Positive innovation antibodies are important to organizational sensemaking and innovation activities, and should not be suppressed or overcome. A revised innovation sequencing model is put forth to guide the activities of positive innovation antibodies, as are specific actions recommended for organizations to encourage the appropriate growth and use of positive innovation antibodies to effect corporate innovation success.innovation; innovation antibodies; sensemaking; strategy; sustainability; values.